Engcobo Local Municipality: Revised Integrated Development Plan for

Transcription

1 Engcobo Local Municipality: Revised Integrated Development Plan for Contact Details Contact Person Position Mr. S. Mahlasela Municipal Manager Address P.O. Box 24, Engcobo, 5050 Telephone Number +27 (0) Fax Number +27 (0) address 1 Situational Analysis of Engcobo Local Municipality. Executive Insights

2 GLOSSARY OF TERMS... 8 Mayor s Foreword Foreword from the Municipal Manager ACKNOWLEDGEMENT EXECUTIVE SUMMARY Introduction VISION KEY PERFOMANCE PRIORITIES OBJECTIVES, STRATEGIES AND PROJECTS ENGCOBO IDP s STRATEGIC OBJECTIVES AND RELATED PROGRAMMES THE WAY FOWARD ENGCOBO LOCAL MUNICIPALITY s INTERGRATED DEVELOPMENT PLAN: CHAPTER 1: IDP OVERVIEW The Mandate The National Government s Based Approach to Delivery CoGTA: National Key Performance Areas for Municipalities The New Growth Path The Process Plan Key Performance Areas Key Focus Areas The Report Structure /2014 Process Plan Information Institutional Arrangement and Public Participation Engcobo LM s Council IDP Officer IDP Steering Committee IDP Representatives Forum Roles and Responsibility of Stakeholders Needs Identification and Project Prioritisation Community Participation

3 1.8. Mechanisms for Public Participation Appropriate Language Usage Logistics Arrangements Public Participation Process Projects Identified During Ward Meetings for 2013/ Communication Plan Communication to internal staff Communication with unions Communication to the community Ward Committees The IDP Representatives Forum Audit Committee CHAPTER 2: SITUATIONAL ANALYSIS: MAJOR ISSUES AND PRIORITY DEVELOPMENT NEEDS/CHALLENGES BACKGROUND Population Composition Municipal Population Population by Age and Gender Population by Gender Population by Level of Education Literacy vs. Illiteracy Unemployment Rate Economically Active Population Employment by Sector Dwelling Types Access to Services Household access to toilets Sanitation Services Backlog Household access to water Poverty Indicators Number of People Living Poverty

4 Number of People Living Poverty Situational Analysis of Engcobo Local Municipality Introduction Key Performance Area One: Governance and Public Participation Corporate Governance & Structures Public Participation Risk and Fraud Mitigation Policies and Procedures Bylaws Monitoring and Evaluation Inter-Governmental Relations Internal and External Communication Internal Audit Committee Compliance Legal Challenges Facing Corporate Governance Special Programmes Institutional Challenges Facing Integrated Development Planning and Performance Management System Customer Relationship Key Performance Area Two: Safety and Security Traffic control Environmental management Disaster management Firefighting services Municipal by-law enforcement Parks and open spaces Key Performance Area Three: Social and Community Development Sustainable Human Settlements Sport and Recreation Libraries

5 Cemeteries and Crematoria Special Programmes (Gender, Elderly, Youth and Disabled) Childcare Facilities Key Performance Area Four: Municipal Transformation and Development Organizational structure of Engcobo Local Municipality Human Capital and Skills Development Skills Development Occupational Health and Safety Employee Health and Well-Being Programme and Project Management Performance Management Information and Communication Technology Processes and Procedures Municipal Facilities Equipment and Fleet Management Key Performance Area Five: Municipal Financial Viability and Management Capital Expenditure Expenditure and Cost Management Revenue Management Supply Chain Management Asset Management Financial Reporting KFA 35: Budgeting Funding Key Performance Area Six: Basic Service Delivery and Infrastructure Development Energy Efficiency Electricity Infrastructure Roads and Storm water Infrastructure Roads Infrastructure Storm water Infrastructure

6 Water and Sanitation Infrastructure KFA 41: Landfill Sites Service Stations Local Amenities and Public Places Key Performance Area Seven: Services and Customer Care Water and Sanitation Services Water Supply Water Demand Management Sanitation Services Access to Sanitation Services Sanitation Services Backlog Electricity Cleaning and Waste Management Customer Relations Building Regulations and Municipal Planning Key Performance Area Eight: Economic Growth and Development Local Economic Development Capacity Building Population by Level of Education Literacy vs. Illiteracy Rural Development CHAPTER 3: Five (5) Year Development Plan The Vision Statement The Mission Statement The Values The Strategic Objectives Spatial Planning The Forestry Sector The Agriculture Sector The Tourism Sector Land Use Management Land Use Management and Engcobo Local Municipality

7 Current Legal Instruments Relevant To Land Use Management within Engcobo Local Municipality Housing Land Reform Land and Property Management Transportation The development of Corridor Clusters Spatial Development priorities Strategic Alignment of KPA s and KFA s KPA 1: Governance and Stakeholder Participation KPA 2: Safety and Environment KPA 3: Social and Community Development KPA 4: Institutional Transformation KPA 5: Financial Sustainability.... Error! Bookmark not defined KPA 6: Physical Infrastructure and Energy KPA 7: Services and Customer Care KPA 8: Economic Growth and Development Municipal Budget summary (MTEF period) CHAPTER 4: Financial Plan Operating management systems and processes Skills Development, Training and capacity building Transformation Goals Grants Allocated for Service Delivery Revenue Base Funding Streams Application of Funds Internal Sources of funding Internal sources of income are expected to contribute as follows to overall income of the municipality: External Sources of Funding CAPITAL FUNDING BY SOURCE Expenditure by Vote Revenue enhancement and Collection Policy

8 5.12 Banking & Investment Policy Supply Chain Management Policy Asset Management Policy Indigent policy Tariff policy Auditor General Concerns Annexures Annexure A: Service Delivery and Budget Implementation PlanError! Bookmark not defined Annexure B: Municipal Scorecard... Error! Bookmark not defined Annexure C: Risk Register Annexure D: Policy Register Annexure E: Bylaw Register Annexure F: Unfunded Projects GLOSSARY OF TERMS ABET ABSA AIDS ASGISA BDS CASP CBO CHARTO CHDM CPF CSIR DBSA DEAT Adult Based Education and Training Amalgamated Banks of South Africa Acquired Immune Deficiency Syndrome Accelerated and Shared Growth Initiative for South Africa Business Development Services Comprehensive Agriculture Support Programme Community Based Organization Chris Hani Regional Tourism Organisation Chris Hani District Municipality Community Policing Forum Council for Scientific and Industrial Research Development Bank of South Africa Department of Environment and Tourism (Also known as DEA) DFA Development Facilitation Act No 67 of 1995 DLA Department of Land Affairs 8

9 DLG&TA DM DME DoRDAR DoE DoH DH DoSD DoRT COGTA DPW DSAC DWA ECA EIA ES FBS ECDC ECPGDS EXCO GP GIS GTZ GVA HDI HIV HR Department of Local Government and Traditional Affairs District Municipality Department of Mineral and Energy Department of Rural Development and Agrarian Reform Department of Education Department of Health Department of Human Settlements Department of Social Development Department of Roads and Transport Department of Corporative Government and Traditional Affairs Department of Public Works Department of Sport, Arts & Culture Department of Water Affairs Environmental Conservation Act Environmental Impact Assessment Equitable Share (grant) Faith Basic Services Eastern Cape Development Corporation Eastern Cape Provincial Growth & Development Strategy Executive Committee Gross Geographic Product Geographical Information System German Technical Cooperation Gross Value Added Human Development Index Human Immune Deficiency Virus Human Resource 9

10 IDC IDP IDT IT ITP IWMP LDO LED MEC MIG MFMA MSIG Independent Development Corporation Integrated Development Plan Independent Development Trust Information Technology Integrated Transportation Plan Integrated Waste Management Plan Land Development Objectives Local Economic Development Member of the Executive Committee Municipal Infrastructure Grant Municipal Finance Management Act Municipal Support & Institutional Grant MSyA Municipal Systems Act, 2000 MStA Municipal Structures Act, 1998 NDC NEMA NER NGO NSS PATA PMS PPP RDP REDs RTP SMME SOE National Development Corporation National Environmental Management Act National Electrification Regulator Non Governmental Organizations National Sanitation Strategy Promotion of Administrative Justice Act Performance Management System Public Private Partnership Reconstruction and Development Programme Regional Electricity Distributors Responsible Tourism Planning Small Medium and Micron Enterprises State Owned Enterprises 10

11 SoR SADC SALGA SANDF SAPS SGB STDs TB TLC TRC USAID UYF VAT VIP WSDP State of Environment Report Southern African Development Community South African Local Government Association South African National Defence Force South African Police Service School Governing Body Sexual Transmitted Diseases Tuberculosis Transitional Local Council Transitional Rural Council United States Agency for International Development Umsobomvu Youth Fund Value Added Tax Ventilated Improved Pit ( sanitation facility) Water Services Development Plan 11

12 Mayor s Foreword. It s again an honor and a privilege for me as the Mayor of Engcobo Local Municipality to introduce this annual review of our Integrated Development Plan for 2013/2014 financial year as a product of public participation of all stakeholders and community members of Engcobo. Developments and service delivery in the previous financial years have been taken into account and used as building blocks towards addressing the backlogs. No doubt much still needs to be done to alleviate poverty, to create an environment that is conducive to economic growth and to bring meaning and dignity to the lives of the diverse communities of Engcobo. I must say that this process could not be where is it, if it was not for the active and maximum participation by communities, Ward Committees, Ward Councilors, Community Development Workers, the Office of the Speaker and IDP engagement forums that were held in setting the direction and pace of our development programs and strategies. In this regard, our communities must be commended for heeding the call to come forward and take their rightful place and play a momentous role in becoming authors of their own development, in making direct input into the Integrated Development Plan of the municipality. The IDP 2013/2014 shall set up a significant transformation agenda and forward thinking for Engcobo Local Municipality. In pursuit of an effective and efficient service delivery, the municipality undertakes to embark on a process of organizational re-alignment in order to create a conducive and a fulfilling environment for all involved to contribute and work. We have a responsibility as far as ensuring extensive participation is concerned and we believe that as this sphere of government that is closest to the people, we carry an obligation to respond directly, positively and immediately to the needs and frustrations of our communities as well as our internal stakeholders. I thank you! Councilor L. Jiyose Mayor 12

13 Foreword from the Municipal Manager. Engcobo Local Municipality is required by Section 34 of Municipal System Act of 2000 (Act 32 of 2000) to undertake a stakeholder driven process to review its IDP annually. The IDP under review was adopted by Council during the 2012/2013 financial year and all the preceding IDP s were reviewed annually in terms of the Act. The existing IDP is reviewed in order to set-up a service delivery and growth path for the next financial Year ( ) as instructed by the Council. In keeping up with Section 34 of the Municipal Systems Act, the IDP will be reviewed annually in order to carry out continuous assessment and to give meaning and substance to our service delivery ambitions. This document is the 1 st review of the current IDP 2012/2017. It should be noted that the IDP is the superseding policy document for planning for the municipality, it is essential that the IDP is based on the real needs of the community which Engcobo Local Municipality is serving. Therefore the fundamental principle and the overarching philosophy is that the IDP has to keep track of the changing priorities of the community. An extensive public participation process which involved all the stakeholders had been embarked on to determine those priority needs which are truly reflected within this document. The priority needs of the community have been used as a basis to inform the Municipal Budget Process for the 2013/2014 financial year. I trust that this IDP Review will prove to be one more meaningful step towards paving a way that would enable Engcobo Local Municipality, a place where all of us can live fulfilling lives and achieve our full human potential within our existing capabilities. Yours Faithfully, S. Mahlasela Municipal Manager 13

14 ACKNOWLEDGEMENT. The compilation of an IDP was a team effort. The following persons need to be thanked for their contribution to this process and this specific document: The Executive Mayor of Engcobo Local Municipality. Office of the Speaker for assistance with the public participation process. The members of the Mayoral Committee for their continued support. All Ward Councillors for their inputs. The Municipal Manager for his inputs. All HOD s for their inputs in the process. The Eastern Cape Department of Local Government and Traditional Affairs. Engcobo LM s IPED Office. The Engcobo Local Municipality IDP process forms the basis of all decisionmaking processes as well as the budgeting process of the Municipality. It acts as a strategic management tool integrating the activities of Departments at horizontal and vertical level. Herewith the 2013/2014 IDP document. EXECUTIVE SUMMARY. Introduction. The development of Integrated Development Plan (IDP) is a legislative requirement as entailed in terms of Section 25 of the Municipal Systems Act (MSA) Act (No 32) of 2000 and Engcobo Local Municipality is obliging to this piece of legislation. Reviewing of the IDP is also a legislative requirement in terms of Section 34 of Municipal System Act of 2000 (Act 32 of 2000). An IDP is one of the key tools for Local Government to cope with its new developmental role. Furthermore it seeks to facilitate strategic decisions on issues of Municipal budgets for the following Key Performance Areas; Basic Service Delivery-(infrastructure and Community Services); Local Economic Development; Municipal Transformation and Organizational Development; Municipal Financial Viability and Management. The Municipal Systems Act which provides a framework for the preparation of IDP s recommends that once in place, each IDP must be reviewed annually to re- 14

15 assess and re-evaluate Municipality s development priorities and challenges and to accommodate new developments in local government processes. Therefore, this particular document fulfils that review mandate for the ensuing financial year and beyond. This IDP could be described as a single, inclusive and strategic plan for the development of the municipality, which: Links, integrates and co-ordinates plans and takes into account proposals for the development of the municipality; Aligns the resources and capacity of the municipality with the implementation of the plan; Forms the policy framework and general basis on which annual budgets must be based; Is compatible with national and provincial development plans and planning requirements binding on the municipality in terms of legislation. The Reviewed Integrated Development Plan (IDP) consists of the following core components: The municipality s vision for long term development; An assessment of the existing level of development in the municipality (situational analysis) and Socio-Economic Analysis; The Council s development priorities and objectives; A Spatial Development Framework (SDF) and basic guidelines for a land use management system; The Council s development strategies, which must be aligned with national and provincial sectoral plans and planning requirements binding on the municipality in terms of legislation; Projects and Programmes per Sector as prioritized; A Financial Plan with a budget projection for three years; Key performance indicators and performance targets (PMS); Service Delivery Plan; Public Involvement. The Executive Summary provides a brief synopsis of 2013/2014 IDP and for more detail the complete document should be referred to. The decrease in people with no schooling can be attributed to various factors, such as urbanization, free basic education as well as adult basic education programmes that have been introduced by government whilst the increase in school leavers with tertiary 15

16 education can be attributed to poor grades and lack of means to finance tertiary education. VISION. The following vision was adopted for the Engcobo Local Municipality: A result oriented and driven municipality, providing an environment that encourages stakeholder partnerships and citizen engagement in its quest to provide an improved service delivery to all its citizens using its available resources. KEY PERFOMANCE PRIORITIES. The following is a summary of the Key Development Priorities identified for the Engcobo area from the Situational Analysis process: Enhance local economic development by adopting a coordinated & sustainable approach to agriculture, tourism and small business development. Enhance skills development in line with the Skills Development Act No. 97 of Correct the mismatch between the Organogram & the prevailing workplace environment. Introduce job grading for correct remuneration structuring. Align the workplace practices paying particular attention on compliance with employment equity provisions as prescribed by the EEA No. 5 of Improve basic working conditions for employees, such as provision of adequate office and workspace as well as furniture. Enhance information management & operational efficiency through provision of IT support (hard-ware & software and internet connectivity). Improve labour relations by democratizing the workplace in line with the LRA. Create an enabling environment for the introduction & engagement with workplace forums & collective bargaining in line with the LRA. Introduce workplace grievance processes for dispute resolution. Address service backlogs (water & sanitation, roads & bridges, storm-water & solid waste, electricity) needs to be addressed. Upgrading and maintenance of roads & stormwater, sewer and purification networks. 16

17 Public transportation (building of bus & taxi rank). Upgrading of the town precinct along the main road (to be done with SANRAL). Improve revenue collection & broaden revenue base. Enhance indigent provision. Building of new and upgrading of existing sports facilities. Introduce water loss management practices. Introduce better financial management practices for a better & improved audit outcome. Comply with the purpose & scope of the Occupational Health and Safety Act No. 85 of Mainstream all the SPU programmes. Improve internal governance structures such the functioning of the Audit Committee. Improve all public participation practices and mechanisms. OBJECTIVES, STRATEGIES AND PROJECTS Objectives are the specific goals that have to be achieved, in order to bring the current situation including identified community needs closer to the Vision. The Strategies are the actions and interventions required to implement the Objectives and eventually culminate in a list of Projects. There are nine Strategic Objectives to be achieved in the Engcobo Local Municipality, and as part of the Strategy to achieve these, several Programmes have been formulated per each of the Strategic Objectives. The table below provides a summary of the various Strategic Objectives and Programmes as discussed in Chapter 4 of the IDP. The projects are prioritized and included in a Financial Plan for the municipality. Refer to the IDP document and specifically the Financial Plan (Chapter 5) for more information. The IDP then concludes with a broad overview of the Performance Management System (Chapter 6) for the Engcobo Local Municipality which aims to measure progress with regards to the implementation of projects and programmes identified. 17

18 ENGCOBO IDP s STRATEGIC OBJECTIVES AND RELATED PROGRAMMES IDP Strategic Objectives # Strategic Objective # Programmes 1 Spatial Development and Integration 1.1. Promotion of Spatial Integration Formalize and Upgrade Informal 1.2. Settlements 1.3. Provision of Housing 1.4. Provision of New Social Facilities Enable Access to Land and Security of 1.5. Tenure 1.6. Uniform Land Use Management 1.7. Public Transport Plan 2 Poverty Alleviation and Gender Equity Improve access to social facilities and infrastructure for rural communities and disadvantaged groups, particularly women, children and the elderly by way of Multi-Purpose Community Centres (Thusong Centres) Provide Basic Engineering Services to existing Social Facilities; upgrade and maintain Existing Social Facilities 2.3. Raise Development Levels of Disadvantaged and Vulnerable Groups in Society 3 Economic Development Enhance the Tourism Potential of the Engcobo Area Promote Local Economic Development Initiatives Create an Entry Level into the Market System for Emerging Business, the Informal Sector and SMMEs

19 4 5 Environmental Management Institutional Development 6 Financial Viability Promote a Diversity of Economic Activities throughout Engcobo Maintenance and Improvement of Development Standards Employment creation and income generation (Early Warning Report) Implement Proactive Measures to Protect the Environment Ensure that Mitigation Measures are considered in Development Proposals Augment the Institutional Capacity of the Engcobo Municipality 5.2. Ensure that Mitigation Measures are considered in Development Proposals Implement Performance Management 5.3. System 6.1. Improvement of Revenue Base (Income stream) 6.2. Feasible tariff policy 6.3. Planned expenditure of Grants Clear defined ratios between capital 6.4. and operational budgets 6.5. Asset Management Reduction and management of 6.6. outstanding debts 6.7. Management of budget linked to PMS 6.8. Submission of financial statements Improved Aids planning and 7.1. implementation of Engcobo HIV/Aids 7 Community Development Policy 7.2. Provision of Education facilities Provision of Sports and Recreation 7.3. facilities Provision of Social and Community 7.4. facilities 8 Safety and Security 8.1. Ensure integration of safety and security agencies 19

20 Ensure proper implementation of 8.2. Disaster Management Plan 8.3. Provision of safety to all residents Ensure integration of safety and 9.1. security agencies 9 Engineering Services and Service Delivery Provision and Upgrading of Basic Infrastructure to address Backlogs Maintenance of assets and infrastructure to maintain and enhance service levels Provision of New Engineering Infrastructure THE WAY FOWARD Government has a key challenge with the facilitation of transformation and improving service delivery, culminating into accountability and responsiveness. In an attempt to meet this challenge, National Government introduced performance management at local government through legislation in terms of Chapter 6 of the Municipal Systems Act, 2000 (Act 32 of 2000) in August The PMS system allows for the management of accountability within the Local Authority in order to improve performance. The system will assist in efficient and informed decision-making regarding the allocation of resources and improve the realization of the objectives of the IDP. The Engcobo Local Municipality has a Performance Management System Policy, which is already actively being monitored in terms of its performance criteria. The Engcobo Local Municipality will carry the IDP forward through the finalization of a 2013/2014 budget and the implementation of strategies and interventions forthcoming from the IDP. Due to the limited internal financial capacity of the Municipality, it is reliant on funding from external sources, particularly the Chris Hani District Municipality, National Government and Provincial Government to ensure the implementation of capital projects. 20

21 The Representative Forum which was established as part of the IDP process must continue to be involved in the implementation and monitoring of the IDP. Meetings of the Representative Forum should therefore take place on a regular basis. Efforts will also be made to augment the Representative Forum to include a broader stakeholder base, particularly Provincial Departments and other service providers. ENGCOBO LOCAL MUNICIPALITY s INTERGRATED DEVELOPMENT PLAN: CHAPTER 1: IDP OVERVIEW. Since the first democratic elections in South Africa in 1994, the nature and functions of municipalities changed drastically, with more emphasis being placed on the developmental role of local authorities. Developmental local government means a commitment to working with citizens to find sustainable ways to meet their social, economic and material needs to improve the quality of their lives. A duty is also placed on local authorities to ensure that development policies and legislation are implemented. Preference must therefore be given to this duty when managing the administrative and budgetary processes of the municipality. The Constitution of the Republic of South Africa (1996) commits government to take reasonable measures, within its available resources, to ensure that all South Africans have access to adequate housing, health care, education, food, water and social security. The current goal of municipalities is to establish a planning process which is aimed at the disposal of the imbalances created by the apartheid era. Developmental local government can only be realized through integrated development planning and specifically the compilation of an Integrated Development Plan (IDP). The IDP preparation and review processes are predominantly guided by various legislations, policies and guides as alluded above. These policy guides have to be carefully considered when the IDP is being developed and reviewed. These policies, guides and legislative frameworks include but not limited to the following; The Constitution of the Republic of South Africa. Municipal Structures Act No 117 of Municipal Systems Act No. 32 of

22 Municipal Finance Management Act No. 56 of National Spatial Development Perspective. Accelerated Shared Growth Initiative for South Africa (ASGISA). Provincial Growth Development Strategy. Joint Initiative on Priority Skills Acquisition (JIPSA). Millennium Development Goals IDP Guides and Spatial Development Framework (SDF). Section 25 of the Municipal Systems Act (Act 32 of 2000) stipulates that: Each municipal council must, within a prescribed period after the start of its elected term, adopt a single, inclusive and strategic plan for the development of the municipality which: a) links, integrates and co-ordinates plans and takes into account proposals for the development of the municipality; b) aligns the resources and capacity of the municipality with the implementation of the plan; c) forms the policy framework and general basis on which annual budgets must be based; d) complies with the provisions of this Chapter; and e) Is compatible with national and provincial development plans and planning requirements binding on the municipality in terms of legislation. As far as the status of an integrated development plan is concerned, Section 35 states that an integrated development plan adopted by the council of a municipality: a) is the principal strategic planning instrument which guides and informs all planning and development, and all decisions with regard to planning, management and development, in the municipality; b) binds the municipality in the exercise of its executive authority, except to the extent of any inconsistency between a municipality s integrated development plan and national or provincial legislation, in which case such legislation prevails; and c) Binds all other persons to the extent that those parts of the integrated development plan that impose duties or affect the rights of those persons have been passed as a by-law. Section 36 furthermore stipulates that: 22

23 A municipality must give effect to its integrated development plan and conduct its affairs in a manner which is consistent with its integrated development plan. However, in terms of section 34 of the Municipal Systems Act, a municipal council must review its integrated development plan annually..., and based on the outcome of the review process it may amend its integrated development plan in accordance with a prescribed process. The MSA thus places a legislative duty on municipalities to adopt a single, inclusive and strategic plan (Integrated Development) for the development of the municipality which links; integrates an co-ordinates plans and takes into account proposals for the development of the municipality; aligns the resources and capacity of the municipality with the implementation of the plan; and forms the policy framework and general basis on which annual budgets must be based. The compilation of Integrated Development Plans by municipalities is regulated in terms of the Municipal Systems Act (Act 32 of 2000) The Mandate. To ensure that Engcobo is a responsive, efficient, effective and accountable municipality, chapter 3 to 5 of the IDP will outline in detail how the long term vision translates into an effective plan that aligns the municipal budget, monitoring and evaluating mechanisms as well as timeframes for delivery. The municipality will ensure closer alignment between the long term development objectives (in context of National, Provincial and District development policies) and the IDP. The mandate for the municipality is guided by, but not limited to the following: The National Government s Based Approach to Delivery. National Government has agreed on 12 outcomes as a key focus of work between now and These outcomes have been expanded into high-level outputs and activities, which in turn formed the basis of a series of performance agreements between the President and relevant Ministers. Whilst all of the outcomes can to some extent be supported through the work of local government, Outcome 9 (A responsive, accountable, effective and efficient local government system) and its 7 outputs are specifically directed at local government: 23

24 Output 1: Implement a differentiated approach to municipal financing, planning and support; Output 2: Improving access to basic services; Output 3: Implementation of the Community Work Programme; Output 4: Actions supportive of the human settlement outcome; Output 5: Deepen democracy through a refined Ward Committee model; Output 6: Administrative and financial capability; and Output 7: Single window of coordination CoGTA: National Key Performance Areas for Municipalities. Department of Cooperative Governance and Traditional Affairs (CoGTA) assess the progress made by municipalities against five Key Performance Areas (KPAs) and cross-cutting interventions adopted in the 5-Year Local Government Strategic Agenda. The five KPAs that form the basis of the assessments are: KPA 1: Municipal Transformation and Organizational Development; KPA 2:Basic Service Delivery; KPA 3:Local Economic Development (LED); KPA 4:Municipal Financial Viability and Management; and KPA 5: Good Governance and Public Participation. The above allow CoGTA to determine how well each municipality is performing, compare its performance to targeted goals, create measures to improve performance, identify the municipalities that have under-performed and propose remedial action to improve performance of municipalities The New Growth Path. This National Policy Framework deals specifically with issues such as creating decent work, reducing inequality and defeating poverty through a restructuring of the South African economy to improve its performance in terms of labour absorption as well as the composition and rate of growth. Important and of practical consequence to local government, are the specific job drivers that have been identified: Substantial public investment in infrastructure both to create employment directly, in construction, operation and maintenance as well as the production of inputs, and indirectly by improving efficiency across the economy; 24

25 Targeting more labour-absorbing activities across the main economic sectors the agricultural and mining value chains, manufacturing and services; Taking advantage of new opportunities in the knowledge and green economies; Leveraging social capital in the social economy and the public services; and Fostering rural development and regional integration. 25

26 1.3. The Process Plan. Item No. Deliverable Legislative Requirement & Information 1 Time Schedule: MSA 32 of 2000 & MFMA Tabling of Draft IDP and Budget time-schedule to Council No. 56 of 2003 Public Engagement: MSA CH5 S29 2 Advertisement of time-schedule on website, local newspapers and notice MSA S28 boards Acknowledgement of inputs received Annual Report: MFMA Tabling of Annual report to Council 3 Annual report made public and submitted to PCs Council Public making of oversight report Provisional approval of Draft IDP (5 Year Plan) and Budget: MSA & MFMA s16(2) 4 Table draft IDP and Budget Report to MayCo and Council Advertise and publish final draft of IDP and Budget for public comment and submit to National and Provincial Treasury and others as prescribed IDP and Budget Hearings: MSA s 74, 75 / MFMA s23 Conduct IDP/Corporate Scorecard / Budget Public Hearings to obtain public 5 comment and inputs from communities, provincial government and other relevant stakeholders Acknowledgement of comments received 6 7 Response to public comment i.r.o. Budget, tariffs and policies Approval of the Budget and IDP: Draft IDP and Budget consultation feedback to Portfolio Committees. Council must give final approval of the IDP/Corporate Scorecard and Budget document by resolution, setting taxes and tariffs, approving changes to the IDP and budget related policies, approve measurable performance objectives for revenue by source and expenditure by vote before the start of the financial year MFMA S23, MSA S25 & MFMA 24 Public Communication of Budget and IDP MSA and MFMA June Timeframe August October/ November January February March April March April April May June April May 26 Situational Analysis of Engcobo Local Municipality. Executive Insights

27 8 9 Section 57 (MSA) Performance Agreements: Submit performance agreements to the Executive Mayor within 10 days after approval of the IDP and Budget. Council to note New Section 57 Scorecards Notification of approved S57 (top management performance agreements) to the public. Approval of SDBIP s: Executive Mayor to approve Municipal SDBIP within 28 days after approval of the budget Place all Directorate Executive Summaries and SDBIPs and Department Business Plans and SDBIPs on website MFMA s 16, 24, 26, 53 MFMA s 53 MFMA May June August/ September June 27

28 1.4. Key Performance Areas. Taking into cognizance of the national, provincial and district policies and plans, the following KPAs were identified for the Engcobo Local Municipality: The key performance areas are defined in the following table; Key Performance Area KPA 1: Governance and Stakeholder Participation KPA 2: Safety and Environment KPA 3: Social and Community Development KPA 4: Institutional Transformation Definition To promote proper governance and public participation. To contribute to the safety of communities in Engcobo through the pro-active identification, prevention, mitigation and management of environmental health, fire and disaster risks. To assist and facilitate with the development and empowerment of the poor and the most vulnerable. These include the elderly, youth and disabled. To provide an effective and efficient workforce by aligning our institutional arrangements to our overall strategy in order to deliver quality services. 28 Situational Analysis of Engcobo Local Municipality. Executive Insights

29 KPA 5: Financial Sustainability. KPA 6: Physical Infrastructure and Energy Efficiency KPA 7: Services and Customer Care KPA 8: Economic Growth and Development To ensure the financial sustainability of the municipality in order and to adhere to statutory requirements. To ensure efficient infrastructure and energy supply that will contribute to the improvement of quality of life for all citizens within Engcobo. To improve our public relations thereby pledging that our customers are serviced with dignity and care. To facilitate sustainable economic empowerment for all communities within Engcobo and enabling a viable and conducive economic environment through the development of related initiatives including job creation and skills development Key Focus Areas. The eight (8) Key Performance Areas (KPAs) are supported by the following Key Focus Areas (KFAs): KPA s KPA 1: Governance and Stakeholder Participation KPA 2: Safety and Environment KPA 3: Social and Community Development KFA s KFA 1: Governance Structures KFA 2: Stakeholder Participation KFA 3: Risk Management KFA 4: Policies and Procedures KFA 5: Bylaws KFA 6: Monitor and Evaluation KFA 7: Inter Governmental Relations (IGR) KFA 8: Communications (Internal and External) KFA 9: Traffic Control KFA 10: Environmental Management KFA 11: Disaster Management KFA 12: Fire Fighting Services KFA 13: Municipal Bylaw Enforcement KFA 14: Parks and Open Spaces KFA 15: Sustainable Human Settlements KFA 16: Sport and Recreation KFA 17: Libraries KFA 18: Cemeteries and Crematoria 29

30 KFA 19: Special Programs (Gender, Elderly, Youth and Disabled) KFA 20: Child Care Facilities KPA 4: Institutional Transformation KPA 5: Financial Sustainability KPA 6: Physical Infrastructure and Energy Efficiency KPA 7: Services and Customer Care KPA 8: Economic Growth and Development KFA 21: Organizational Structure KFA 22: Human Capital Development KFA 23: Programme and Project Management KFA 24: Performance Management KFA 25: Systems and Technology KFA 26: Processes and Procedures KFA 27: Municipal Facilities KFA 28: Equipment and Fleet Management KFA 29: Capital Expenditure KFA 30: Expenditure and Cost Management KFA 31: Revenue Management KFA 32: Supply Chain Management KFA 33: Asset Management KFA 34: Financial Reporting KFA 35: Budgeting KFA 36: Funding KFA 37: Energy Efficiency KFA 38: Electricity Infrastructure KFA 39: Roads and Storm Water Infrastructure KFA 40: Water and Sanitation Infrastructure KFA 41: Landfill Sites Service Stations KFA 42: Local Amenities and Public Facilities KFA 43: Water and Sanitation KFA 44: Electricity KFA 45: Cleansing and Waste Management KFA 46: Customer Relations KFA 47: Building Regulations and Municipal Planning KFA 48: Local Economic Development (LED) KFA 49: Capacity Building 30

31 KFA 50: Rural Development 1.6. The Report Structure. CHAPTER 1 of the Engcobo Local Municipality IDP provides some background information pertaining to the concept of Integrated Development Planning, the legal context thereof, and the institutional structures and methodology followed in the Engcobo Local Municipality Integrated Planning Process during the review process. CHAPTER 2 describes the Engcobo Local Municipality in national, provincial and local context and represents a multi-sectoral situational analysis highlighting some of the most salient features and key challenges of the municipality and progress made in addressing the key challenges. It also provides a brief summary of the priority issues reported by communities in the various parts of the municipality. CHAPTER 3 reflects on the Strategic Agenda of the Engcobo Local Municipality. It comprises a brief summary of national and provincial development policy guidelines which direct the Municipal Strategic Agenda, as well as the Engcobo Local Municipality Vision and Mission, and then the Key Priorities which were adopted by Council. It also includes the Municipal Spatial Development Framework. CHAPTER 4 reflects a synopsis of the various Sectoral Objectives, Strategies and Projects aimed at addressing the priority issues identified in the municipal area. CHAPTER 5 of the document summarizes the Financial Plan and CHAPTER 6 contains an executive summary of the Performance Management System (PMS) of the Municipality /2014 Process Plan Information. It is necessary to briefly summarize the process followed for the 2013/2014 IDP process as prescribed in the IDP Process Plan. The components of the Process Plan are as follows: a) Institutional Arrangements and Public Participation; b) Progress Reporting; 31

32 c) Year Planner; d) Needs Collection; e) Updating of Projects; f) Final Document Compilation; Institutional Arrangement and Public Participation. The roles and responsibilities of the various parties involved in the IDP Revision are listed below: Engcobo LM s Council. The Municipal Council is chaired by the Mayor and has the following role in the IDP review process; Oversee the development and adoption of the IDP review; Adopt final Integrated Development Plan and Budget; IDP Officer. The IDP Officer role resides with the Municipal Manager who has in turn delegated it to the IDP Officer. In terms of the process the IDP Officer is tasked to: Ensure that the Process Plan is drafted and adopted by the Municipal Council; 32

33 Manage the local municipal IDP by ensuring that all daily planning activities are performed within an efficient and effective consideration of available time, financial and human resources; Encourage an inclusive participatory planning process and compliance with action programme; Facilitate the horizontal and vertical alignment of the various internal and external departmental programmes; Ensure that the planning process outcomes are properly documented; Manage service providers engaged in the municipal IDP process; Chair the IDP Steering Committee; Nominate persons in charge of different roles. Responds to comments on the draft reviewed IDP from the public. Adjusts the IDP in accordance with the comments of the MEC for local Government. The Municipal IDP Officer will coordinate with various government departments and other HODs to ensure that all the projects, strategies and objectives of the local municipality are shared and distributed amongst government departments so that they might incorporate them in their planning process and vice versa IDP Steering Committee. The IDP steering committee comprising largely of internal senior management will be tasked to: Provide technical and advisory support to the IDP Officer; Perform daily planning activities including the preparation and facilitation of events; documentation of outputs and making recommendation to the IDP Officer and the Municipal Council; Commission feasibility studies and business plans for projects; Commission in depth studies; Interact with the Local steering committee local members regarding local projects; 33

34 Prepare, facilitate and document meetings; Act as the secretariat for the IDP Representative Forum; Meetings shall be held as per the action programme or when considered necessary by the chairperson IDP Representatives Forum. The IDP representative forum will be chaired by the Mayor and will be composed of representatives from the following institutions or interest groups: Secretariat of IDP steering committee. Ward Committees. Youth groups. Rate payers. Traditional Leaders. Civic bodies & Entities. NGO s and CBOs. Sector Departments and the District Municipality. IDP Steering Committee. Community development workers. The task of the representative forum shall be to: Represent the interest of various constituencies in the IDP planning process. Provide an organizational platform and mechanism for discussion, negotiation and decision making between stakeholders. Provide a communication mechanism for the exchange of ideas and opinions among the various stakeholder interest groups. 34

35 Participate in the setting up of key performance indicators including the monitoring thereof in line with the performance Management Manual of the Local Municipality. Monitor the performance of the planning and implementation process Roles and Responsibility of Stakeholders. The IDP planning process includes a wide range of role-players with certain key responsibilities. To enable smooth implementation of the IDP Review action plan the following roles and responsibilities have been allocated in the following manner Needs Identification and Project Prioritisation. After all the needs were collected, the projects/programmes were updated and finalized by the end of February The prioritization of projects will be included in the Budget process Community Participation. All stakeholder and public participation engagements were undertaken through the guidance provided by the Public Participation Policy which was adopted by Council. PHASE PARTICIPATION MECHANISM & PLANNING EVENTS Analysis Use of workshops to verify data on community priorities Use of ward Committees to verify data Projects Use of workshops to verify data on community priorities Use of ward Committees to verify data Approval Use of workshops to verify data on community priorities Use of ward Committees to verify data 1.8. Mechanisms for Public Participation. Community participation is pivotal to the sustainability of the entire IDP review and implementation process and will occur in the following manner as outlined in the table below: PARTICIPATION MECHANISMS Use of IDP Representative Forum to verify data & add additional data. Use of IDP representative forum to ensure that community priorities are adequately 35

36 reflected in the IDP. Use of Councillors to call meetings to keep communities informed on the IDP progress. Publish Annual reports on municipal progress. Newspaper advertisements to inform communities of the process. Pamphlets/summaries on IDP s Making the IDP available for public comment. Making the IDP document accessible to all members of the public Appropriate Language Usage. Formal documentation and communication will be done in English but in meetings, participants would be encouraged to use their own language where this would enhance communication and participation. In some instances, interpreters may be used to facilitate smooth communication. Facilitators of meetings would be encouraged to make use of simple language in explaining concepts so that people can understand the process and become empowered to participate in the IDP process Logistics Arrangements. Meetings will be held in Engcobo and transport will be provided for those councilors coming from outlying villages in line with council policy for rebates and stipends. The municipality will be responsible for organizing workshop logistics and venue equipment Public Participation Process. Public Participation forms an integral part of the Engcobo Local Municipality IDP process. The IDP process is a continuous process and therefore the process of public participation. During the 20011/2012 Engcobo Local Municipality IDP process, public meetings were conducted with each ward, chaired by the Ward Councilor. The People s Assembly, comprising of, inter alia, 10 Ward Committees, Government Structures, parastatals and service providers, will be held during 2011, where the projects and programmes, SDF and Ward IDP s will be presented and inputs will be received Projects Identified During Ward Meetings for 2013/2014. In addition to the existing ongoing projects and programs identified during the 2012/2017 IDP process, a large number of additional projects will be identified during the respective ward meetings and are included in the 2013/2014 IDP. 36

37 Communication Plan. Engcobo Local Municipality utilizes several communication channels to convey information to the internal staff and to the community in general Communication to internal staff. The staff is being informed of any important information by way of notices to individual desks [offices] or through the Council s notice boards. The notice boards serve both the internal staff and the public. Memorandums are distributed to the Heads of Departments to inform their departmental staff regarding certain information Communication with unions. There is continuously contact between the Local Authority and the local unions [SAMWU] in order to disseminate information to their members. This dissemination may take different forms ranging from meetings with union shop stewards to circulars to members. The Local Labour Forum is also functional Communication to the community. The general public or the community is usually given information through their monthly bills. Notice boards are used to notify the public regarding vacancies available. The local newspaper is another media tool used to advertise vacancies, Council resolutions or any other important notice. The Council Website is operational, which is a major information source to the members of the public Ward Committees. Ward Committees are operational and Ward Committee meetings are being held every month The IDP Representatives Forum. This forum is a combination of all major stakeholders in the Municipal area and includes the general public through representatives from Ward Committees, Service providers and other interested parties. 37

38 Audit Committee. This committee is chaired by local residents with public involvement. This committee has as its function by the monitoring of the PMS and tender management. 2. CHAPTER 2: SITUATIONAL ANALYSIS: MAJOR ISSUES AND PRIORITY DEVELOPMENT NEEDS/CHALLENGES BACKGROUND. Engcobo Municipality is located in the Eastern Cape Province, the second largest province in terms of land coverage, on the south eastern seaboard of South Africa. The Eastern Cape Province has 6 District Municipalities and 38 local municipalities covering towns and surrounding rural areas with Engcobo falling within the Chris Hani District Municipality. The Chris Hani District Municipality is located in the north-eastern sector of the Eastern Cape Province. Neighboring district municipalities within the Eastern Cape include the Joe Gqabi DM (to the North), Cacadu DM (to the south west), Amathole DM (to the south east), and OR Tambo (to the east). The following graphic illustrates a Map of the local municipalities that make up the Chris Hani District Municipality; 38

39 The local municipalities are made up of the following urban nodes; CHDM s Local Municipalities. # Name of Municipality Urban Nodes 1 Intsika Yethu LM Cofimvaba and Tsomo 2 Lukhanji LM Queenstown and Whittlesea 3 Engcobo LM Engcobo 4 Sakhisizwe LM Cala and Elliot 5 Emalahleni LM Lady Frere, Dordrecht and Indwe 6 Tsolwana LM Tarkastad and Hofmeyer 7 Inxuba Yethemba LM Cradock and Middleburg 8 Inkwanca Local Municipality Molteno and Sterkstroom Engcobo consists of 20 wards, extends over KM 2 and has 40 councillors and 8 traditional leaders. The new leadership of Engcobo Municipality is acutely aware of the challenges confronting the municipality and has identified the provision of basic services and facilitation of socio-economic development of the area as key priorities supported by capable and modern infrastructure for social, economic and institutional development. 39

40 Engcobo faces high levels of poverty, unemployment, illiteracy and infrastructure backlogs, including roads, water, sanitation, electricity and housing. Other challenges are identified as crime, HIV and TB prevalence, poor integration and cooperation across civic, private and public bodies. The local financial sector has been on the decline over the last few years. The population is overwhelmingly rural and most land is communally owned and fertile, yet only a small portion is fully utilised. Forestry (especially pine), agriculture and tourism (agri-tourism and cultural tourism, including arts and crafts) are said to be key for the area s economic stimulation. Other identified strengths and opportunities include: Local resources (natural, human and information); Potential for new businesses and community private-public partnership; Availability of local technical expertise; Non-political and resourced NGOs and CBOs that provide aftercare; and A taxi industry and route between Umtata and Queenstown. The following is a list of wards and villages; 1) Ward 1 Ward 4. Engcobo LM: Ward and Village Delineation Ward 1 Ward 2 Ward 3 Ward 4 Mandlaneni Jingija Kwa Hala Sihlabeni Toleni Ngwaneni Gotyibeni Mtini KwaSibonda Komkhulu Mazizini elalini Jojweni KuNgwevana Qanguleni Maloseni Ndaba Mmangweni Qengqeleka Endulini Qabophezulu Skolweni Bekileni Esikolwni Manqoyi Ntlakwevenkile kwa Ndlangisa KuNgcelelo Bofolo Ntlakwesikolo Tora Ntlakwevenkile KuNgcataru Maqamkazini Mdeni Ncityana KwaTshatshu Lubiza Sokweba echibini KwaNdungwane Sigubudwini Elalini Ntabeni Ngquthurha elalini Singeni Ematyabomvu entlekiseni Nqaphantsi 40

41 Nabileyo Engasa Ngqubusini Ngxamangele Engcotyeni Mtshayelweni Kunkani entlakwesikolo Chetyana Manzini esikolweni Emamfeneni KwaMiya 2) Ward 5 Ward 8. Engcobo LM: Ward and Village Delineation Ward 5 Ward 6 Ward 7 Ward 8 Engacu Komkhulu Gibeni Tshatshu Tywina Nyandeni Fama ejojweni Cwane Ntlambo Bodini Ndlela Kusigidi KuGxwalibomvu Tshatshatsha Qithi KuNqezantsi Dala kwasigubudo kwaqithi KwaMdaka emangweni kwadlomo Mazangweni Ncango esilevini Drayini Macubeni Lower Xuka Kumageza Nkalweni Sigangeni Upper Xuka Mpindweni Ntwashini Embo Upper Ngqokotho Kunene kwagxubane Lucwecwe Nqutwaneni Nkaleni Upper Beyele Nongadlela KwaSitelo entwashini esgangeni eqolweni Sidakeni ekunene Mafusini Sgingqini KwaNtondo Kwelesha KwaBhadi Kunene eqolweni Eziqadini Ntlakwendlela Mtebele Mbilini etaleni Ndalasi Maxesibeni Komkhulu emmangweni Mandaweni Skobeni KuHleke Ngqayi Ntshingeni Jojweni KuMalangazana Goso Nyongweni Bojane Ngxebe Lundini Madladleni MaNdlaneni Tshobane Drayini kwagandu Magotsini Gwetyubeni Sgoboti Lower Beyele Sigodlweni emamfeneni Nkonkobe Jojweni ehukwini 3) Ward 9 Ward

42 Engcobo LM: Ward and Village Delianation Ward 9 Ward 10 Ward 11 Ward 12 Miyeni engcobo Mkhenceni Yakula Mdeni Zola Madwaleni Qolweni Tsazo Kole Ngxingweni KwaBinca Upper Komkhulu edrayini Machibini Mthumeni Luxeni Gxojeni Chefane Nkwenkwezi Sigangeni Kalinyanga Maqwathini KwaBlaai Mxesibe Magqaqaleni Mtshabela All Saints Mission Trust Sikantini Sdadeni Mgwalana Mgwali Extention 5 Makhumeni Manzana Extention 6 Maxesibeni Nduka Extention 9 kupahla Enduku Nkalweni Gqutyini Upper Nduku Phesheya Lower Nduku Voyizana Goboti Mafusini Mkhanzi emahlubini Mntuntloni Gotyibeni Mqobo Elithuthu Ziyekeni kugxwalibomvu 4) Ward 13 Ward 16. Engcobo LM: Ward and Village Delianation Ward 13 Ward 14 Ward 15 Ward 16 Bulawayo Efameni Mdeni Kwanqinwayo Rantswini KwaGcina Ngxangxasi Tafeni Ematyholwni Emdungunyeni Sigidi Mhlophekazi Esingeni esixholosi Qolweni Mampondweni Zwelitsha Mateni KuNquduvane Mangxingweni Kuntaka Mbombombo Sigangeni Mkunjana egxojeni Ndungunyeni Ntwashini KuMandebe eskhungwini Lower Ndungunyeni Mangqolweni Manuneni kuzilithole KuKanyi Gulandoda Luxini 42

43 emkhalweni Lower Nzolo Msintsana Mpindweni Zigandleni Upper Nzolo Mampingeni Mqwbedu Xokonxa Ntlelelengwane KuNyoka kwamhaga Mthwazi Xuka Makhumeni Mbokothwana kugilandoda Ngxabane Nkobole Mandlaneni Lubisi Lower Mangxongweni KwaNdobe Ngqurhu Ngquthurha Ntwashini Ntywenka Ntseleni Equthubeni Luhewini Caca Clarkebury Engqele Kwavetyu Mrhotshozweni Tyeni Lower Tsalaba Esingeni Madwaleni Komkhulu Mhlontlo Matyeni KwaBlangwe Entabeni Engxogi Gulandoda Emafusini KuNtaka Kwamqokoqo Emadizeni echibini Eluqoloweni exuka Kwanzolo Mayirheni Mantlaneni Kwantaka emantlwaneni Rasmeni KwaXoxo Lalini 5) Ward 17 Ward 20. Engcobo LM: Ward and Village Delianation Ward 17 Ward 18 Ward 19 Ward 20 Mdeni Mazimeni Smit Nqancule Mpandeni Emamvulaneni Madwaleni Singcukeni Estishini Komkhulu Mdeni Eluxeni Tembisa Amamvala Sigqumeni Sigangeni Lower Manyisane KwaNzolo Mncwasi elixeni Nkondlo, Ngxabane Amanzolo Daligqili Sidikidini Kumanyisane kwayawa Mboleni Lixeni Kumanzikanyi KuNtlanzi Sidindi Matyeni Macwerheni Lower Gqobonco Mkonkotha Taleni Mangxongweni Tshapile Nqala KuManzimdaka Kungcebengwana KwaFane Jalisa Tywaba Mamfengwini Mthini Bula Nkanga KwaNdima, Gubenxa Ntibaneni Xhakonxa Ngqayi Ngwangwane, Qolo Xhibeni Ngwemnyama Hlopekazi Maqamkazeni kwazwelinzima Lixeni Sitshini kwamaya, Ntsinana Sandile KoMkhulu Didiwayo 43

44 No KuNgxabane KwaKane Gqaka Ntsuba Cwane, Mntukuma Mahlahlane Sigubudwini Mission, Gcina, Didi Bumbane Sitishini Mdaca, Mandlaneni Ngaphezulu Ludadeni Upper Manyisane Lwandlana emachibini Ntibaneni, Xhebeni Kuchibi KuHlaba Ngxabane, Ngcongci Lancede kwamngqondo Mangqeleni, Maya Kungubo Elabafazi Mpindweni Ndlunkulu Caba Taleni, Mvala Zuburha KuMqhayi 2.2. Population Composition Municipal Population Total Population Total Population According to information supplied by Statistics SA from 2011 Population Census, Engcobo LM had a population of about 155,514 in Whilst the population has decreased by an average of 2% from 1996 to 2001, it is currently the second largest population in CHDM following Lukhanji LM. The population decline can be attributed to either a high death rate or low birth rate due effective family planning and other related variable for both variables. The other reason could be economic emigration to more affluent and developing economies in the country. 44

45 No Population by Age and Gender Population Distribution by Age and Gender: 2011 Age 0-9 Age Age Age Age Age Age Age 80 and above Males Females The CHDM s population is predominantly children and teenagers from the age of 10 to 19 years old. The distribution between males and females is almost even with a marginal difference of less than 1% between both genders Population by Gender. Sex Ratio Females Males The population is predominantly female dominated at 56% with males constituting 44% of the population. There is a universal consensus that women have a longer life expectancy than males, therefore given the current male to female ratio, various programmes and campaigns need to be put in place by Engcobo LM in order to empower women in the short to medium term. The other fact is in society at large. 45

46 No The situation as it stands suggests that there are more women-headed-households than the contrary owing to various human circumstances, thus the argument of women empowerment need to be started and intensified. Such empowerment, when properly conceived and implemented will further curb population growth, which is perceived as an outcome of women s lack of economic opportunities. If women s health, education and economic well-being are improved along with their role and status in the community, the empowerment of women will inevitably lead to smaller families and lower or manageable population growth Population by Level of Education. The number of people with less than Grade 12has decreased by considerable margin from 1996 to No Schooling Poulation by Level of Education Some Primary Education Completed Primary School Some Secondary Education Grade 12 Attained Higher Education The decrease in people with no schooling can be attributed to various factors, such as urbanization, free basic education as well as adult basic education programmes that have been introduced by government whilst the increase in school leavers with tertiary education can be attributed to poor grades and lack of means to finance tertiary education. Grade 12 pass rates have seen a gradual increase Year-on-Year from 1996 to 2011 by a very small margin and this is far from the acceptable levels. 46

47 No No Literacy vs. Illiteracy Literecy vs. Illeteracy Illeterate Literate Literacy rate is fairly high amongst citizens whilst it has experienced decline between 2001 and The decrease in literacy rate will lead to lack of or poor comprehension of socioeconomic variables Unemployment Rate 80% Unemployed Rate 60% 40% 20% 0% Unemployed Rate 71% 70% 46% The ELM s economy felt the full impact of a negative economic growth on general employment, which is evident from the above graph. About 70% of the Engcobo population was unemployed in 2001 and that has decreased by 24% to 46% in

48 No Economically Active Population Economically active population Economically Active Not Economically Active % of the ELM population is not economically active and therefore depends on the 60% of the economically active population. Thus every working person at Engcobo supports a minimum of 4 people per household. 48

49 No Employment by Sector Employment by sector Agricultu re, forestry and fishing Mining and quarryin g Manufac turing Construc tion Wholesal e and retail trade, catering and accom Transpor t, storage and communi cation Commun ity, social and personal services General governm ent Despite it being generally a low wage sector, the trade sector shows a high labour absorption compared to the transport, business services and finance sector. This sector was followed by community, social and personal services as well as the general government sectors which accounted for more than 60% of the available jobs. The agricultural sector has created just over 1000 jobs in 2010 followed by manufacturing, with just over 500 jobs. The mining and quarrying has performed poorly over the years and has an insignificant contribution to ELM s economy. The situation suggests that Engcobo produces very little or no commodities to support is retail sector and imports its goods from outside. The economic structure is not sustainable and depends on government to create jobs. 49 Situational Analysis of Engcobo Local Municipality. Executive Insights

50 No No Dwelling Types. As the municipality is rural in nature, it stands to reason that almost 80% of dwellings are traditional dwellings which are found in the most rural parts of the municipality Dwelling Types Formal dwellings Informal dwelling Traditional dwellings These traditional dwellings are characterized by the predominance of single-detached dwelling units Access to Services Household access to toilets. The municipality provides a supply of waterborne sanitation services through sewers provided that there are sufficient water resources and infrastructure to sustain such a service Flush or chemical toilet Household access to toilets Pit Latrine Bucket Toilets No Toilets Situational Analysis of Engcobo Local Municipality. Executive Insights

51 % About 45% of the ELM population does not have access to either sanitation infrastructure or services. The consequence of lack of proper sanitation infrastructure and services will result in raw sewerage running on the streets, mixing with litter and garbage and contributing to environmental damage and spread of diseases Sanitation Services Backlog. According to the CHDM WSDP 2012 (Sanitation Services Backlog, Page 9 of 143), the current sanitation services backlog per municipality has been measured as follows; 50% 40% Sanitation Backlog 30% 20% 10% 0% Emalahleni LM Intsika Yethu LM Lukhanji LM Engcobo LM Sakhisizwe LM Sanitation Backlog 42% 32% 18% 47% 22% The biggest proportion of the CHDM population with a high share of sanitation services backlog resides at Engcobo LM followed by Emalahleni and Intsika Yethu LM respectively. This could be attributed to spatial size of these municipalities and the fact that they are highly rural in nature. This trend is similar to the water services backlog, which is highest in the same municipalities. 51

52 No No Household access to water Piped water inside yard Access to piped water Piped water on a communal stand No access to piped water There is a considerable decrease in the number of people who do not have access to water. However about 5% of the ELM population still fetches water from dams and streams Poverty Indicators Number of People Living Poverty. Number of people living in poverty Number of people living in poverty

53 No Number of People Living Poverty. Poverty Rate 71.24% 71.22% 71.20% 71.18% 71.16% 71.14% 71.12% 71.10% 71.08% Poverty Rate 71.13% 71.18% 71.23% 3. Situational Analysis of Engcobo Local Municipality Introduction. IDP thematic clusters namely: Economic Development, Institution and Finance, Social and Environmental and Infrastructure and Spatial clusters conducted an indepth analysis of the situation at Engcobo Local Municipality. The situation analysis has been categorized according to the five (5) Local Government Key Performance Areas namely: Local Government Key Performance Areas Key Performance Area 1 Key Performance Area 2 Key Performance Area 3 Key Performance Area 4 Key Performance Area 5 Good Governance and Public Participation Basic Service Delivery and Infrastructure Development Local Economic Development Municipal Financial Viability and Management Good Governance and Public Participation 3.2. Key Performance Area One: Governance and Public Participation. This section deals with the following key focus areas: 53

54 Corporate Governance & Structures. Corporate governance is comprised of Risk Management and Fraud Mitigation, Internal Audit/ Audit Committee, Compliance Services, Legal Services, Communication and Development Cooperation, Public Participation and Special Programmes, Knowledge Management, Research and Policy. The preamble to the Local Government: Municipal Systems Act provides inter alia for the core principles, mechanisms and processes that are necessary to enable municipalities to move progressively towards the social and economic upliftment of local communities, to define the legal nature of a municipality as including the local community working in partnership with the municipality s political and administrative structures; to provide for the manner in which municipal powers and functions are exercised and performed; to provide for community participation; to establish a[n] enabling framework for the core processes of planning, performance management, resource mobilization and organizational change which underpin the notion of developmental local government; to provide a framework for local public administration and human resource development to put in place service tariffs and credit control policies by providing a framework for the provision of services, service delivery agreements to provide for credit control and debt collection; and to provide for matters incidental thereto. The importance of good governance is widely recognized. Good corporate governance generates the goodwill necessary to enable sustainable value creation. Other pieces of the legislative framework impact on the activities of the Municipality and for the purpose of this cluster the King III Report is considered important. The introduction of the King III Report on Corporate Governance necessitates increased attention being paid to compliance issues. This covers activities such as Internal Audit, Fraud and Risk Management as well as Information Technology. In addition the implications of the introduction of a Municipal Public Accounts Committee should also be considered. Within this overall framework fall activities such as risk and fraud management, internal audit, legal and compliance, knowledge management as well as public participation. The sections set out hereunder all exhibit similar constraints. As a result, material backlogs in dealing with core governance issues develop, resulting in adverse findings by regulatory and oversight bodies. In all instances, backlogs cannot be quantified as the outcomes from this sector relate more to qualitative than quantitative issues. 54

55 Public Participation. The goal of the Engcobo LM on Good Governance and Public Participation is to realize a viable and caring institution that will promote and support a consultative and participatory local government. Good governance is in the main a participatory, transparent, democratic and accountable system of governance. Developmental local government legislation put in place mechanisms for community interface so as to create enablers to realize good governance within a municipality. The key focal area within good governance is that good governance is a responsibility of all service delivery directorates/units and as such must find a concrete expression in their operational plans. The strategic intent of good governance and public participation is to ensure that Engcobo LM is accessible to its citizens Risk and Fraud Mitigation. Risk Management within the Municipality is considered to be in a developmental stage. It has not reached the level of being embedded within the Municipality. A Risk Management Framework is not in place and risk identification process are not conducted. There is a need to identify dedicated resources for this activity and resource capacity constraints hinder implementation of this strategy. While risk assessments within specific activities are conducted, there is no overall co ordination of the activity. This compromises the ranking and prioritization of risks. A similar situation exists with Fraud Mitigation. There is a need to identify dedicated resources for this activity and resource capacity constraints hinder implementation of this strategy. The number of detected cases of fraud and related irregularities within the Municipality is cause for concern. The resources required for implementation will require to be considered during future budgetary cycles Policies and Procedures. Policies and procedures are updated as and when they expire. All finance policies have expired and will be reviewed before the end of the financial year Bylaws. Various bylaws have been developed and gazetted by provincial government. 55

56 Monitoring and Evaluation. Performance Management fulfils the implementation of the Integrated Development Plan. The performance of an organization is integrally linked to that of its staff. It is critical and important for any organization to periodically review its own performance as well as that of its employees. In order to comply with legislation and to improve on good governance and service delivery it is essential for municipality to adopt a policy on Institutional and individual performance management. In 2010/2011, Council approved a Framework for Institutional Performance Management. The Framework contains an annual work plan with processes to be followed in developing and implementing Performance Management. Performance Management is a strategic approach through which the performance objectives of the Municipality are identified, defined, translated into business plans and cascaded into individual scorecards allowing for regular planning, monitoring, evaluating and reviewing of performance at both organizational and individual levels, effectively responding to inadequate performance and recognizing outstanding performance Inter-Governmental Relations. Engcobo LM has a responsibility of forging relations with other spheres of government. The aim is to integrate planning, resource utilization and mobilization to maximize service delivery. Our multi sphere engagements strive to comply with Act No 13. of 2005 of IGR Framework Act. The concerns of the national and provincial government are also concerns of the municipality. Therefore going forward as metro concerted and coordinated efforts will be required so that Engcobo LM works with and leverages of all of government, parastatals, the private sector and civil society partners. It would also align the organization, strategy, budget and implementation programmes so that resources are used optimally and to enhancing service delivery Internal and External Communication. The municipality has a communication strategy in place and uses it in its process of stakeholder communication and engagement. 56

57 Internal Audit Committee. Engcobo LM Municipality has an established Internal Audit Unit which operates in accordance with an approved Internal Audit Charter. The Unit s mandate is spelled out in the Local Government Municipal Finance Management Act. This includes providing advice to the accounting officer and audit committee on matters relating to internal audits, internal controls, accounting procedures and practices, risk and risk management, performance management, loss control, and compliance with applicable legislation. The unit is under capacitated, with two full-time employee. Consequently, not all activities can be subjected to audit, e.g. Fraud and Information Technical. This compromises the overall control environment within the Municipality. The Unit does not undertake investigations of fraud which is the responsibility of line management. The Unit reports to the Audit Committee on its operations and administratively to the Accounting Officer. The Municipality has a functioning Audit Committee in place. This Committee operates in accordance with an approved Audit Committee Charter and meets on a regular basis. The Committee reports quarterly in writing to the Audit Committee. The mandate of the Committee covers matters such as advising the council, political office bearers, accounting officer and management of the municipality, on matters relating to internal financial control and internal audits, risk management, accounting policies, adequacy, reliability and accuracy of financial reporting and information, performance management, effective governance, compliance with applicable legislation, etc. In addition, the Committee reviews the annual financial statements and responds to the Council on issues raised by the Auditor General in the audit report through its Chairperson Compliance. Compliance is audited internally by the Audit Unit and there is no specific committee set-up to deal with this matter Legal. The municipality does not have an internal unit dealing with legal issues nor a person with legal expertise to deal with internal legal issues. All legal issues 57

58 including litigation and drafting of legal instruments are outsourced to external legal expertise Challenges Facing Corporate Governance. a) Failure by management to respond to internal audit issues raised on the Internal Audit report which has a negative effect on the seating of Audit Committee meetings Special Programmes. Engcobo LM must ensure that the MGDs are integrated/mainstreamed both internally as an employer and externally as a provider of service, so as to address the needs of the vulnerable and marginalized groups. Within this IDP the following are termed cross cutting issues; a) HIV and AIDS b) Local Agenda 21 c) Poverty d) Gender e) Disability f) Older Persons g) Youth and Children h) Public Participation Each of the Special Programmes Focal Areas namely HIV and AIDS, Youth and Children, Gender, Disability and Older Persons have dedicated Engcobo LM Strategies Institutional Challenges Facing Integrated Development Planning and Performance Management System. a) No up-to-date performance management framework and system. b) Performance is not measured. c) Performance management not cascaded to levels lower than Section 56/57 Managers. d) The municipality s performance management system was not in line with the priorities, objectives, indicators and targets contained in the integrated 58

59 development plan, does not relate to the municipality s performance management processes and does not provide for procedures by which the system is linked to the municipality s integrated development planning processes, as required by section 38(a) of the MSA and the Municipal Planning and Performance Management Regulations 7(2) (g). e) The municipality does not appropriate key performance indicators as a yardstick for measuring performance, including outcomes and impact, with regard to the municipality`s development priorities and objectives set out in its integrated development plan; f) There are no set measurable performance targets with regard to each development priority and objective; g) The municipality does not monitor performance, with regard to each of those development priorities and objectives and against the key performance indicators and targets set; h) The municipality does not take steps to improve performance with regards to those development priorities and objectives where performance targets are not met as required by section 41 of the Municipal Systems Act Customer Relationship. Successful customer relationship management (CRM) starts with a business strategy, which drives change in the organization and work processes, enabled by technology. It needs to be recognized as a cross cutting function whose main purpose is to see to the implementation of CRM initiatives in a consistent way across the political, corporate and functional dimensions of the organization. Matters for consideration by Engcobo LM would include capacity, skills and resource constraints which remain a problem in the municipal environment. Internal streamlining will also need to be aligned as it provides a major stumbling block in providing adequate service delivery. Furthermore, blockages need to be removed, processes need to be streamlined and systems need to be put in place to avoid bottlenecks and misinformation. Customer relationship management can provide immense opportunity for turning negative perceptions into a positive image of the municipality Key Performance Area Two: Safety and Security. This section will deal with the following key focus areas: 59

60 Traffic control. Engcobo municipality is responsible for enforcing compliance with traffic regulations and testing of vehicles as well as issuing of licences to its local people. The main concerns about this service that need attention relates to: Need to improve capacity and efficiency of systems in licensing and vehicle testing. Lack of visible policing in the CBD leading to frequent traffic transgressions for parking, overtaking and driving over speed limit. Lack of clear signage on streets (poor road markings and invisible lines to guide motorists). Poorly designed and almost non-existent pedestrian integration systems. Pedestrian compete with hawkers for space on the pavements resolving to walk inside streets and causing traffic congestion. There are not demarcated areas to facilitate safe pedestrian crossings or speed limiting means like humps in busy points where school kids and pedestrians are concentrated. Increasing number of noticeably illegal vehicles on our roads Environmental management. Environmental management is a competency of Chris Hani District Municipality and Engcobo LM assists in cases of emergency where it has manpower and resources Disaster management. Disaster management is a competency of Chris Hani District Municipality and Engcobo LM assists in cases of emergency where it has manpower and resources Firefighting services. Engcobo LM has a fully functioning Fire and Rescue Service. The services rendered to Engcobo communities include provision of Fire & Rescue service, fire safety inspections, internal & external (public) training & risk assessments. Fire & Rescue services response times is governed by the South African National Standards (SANS) Code 10090: Community Protection against Fire Municipal by-law enforcement. The municipality does endeavour to enforce all Council approved and gazetted bylaws. 60

61 Parks and open spaces. Parks and open spaces are serviced regularly to acceptable operational standards Key Performance Area Three: Social and Community Development. The following are the key focus areas for this KPA; Sustainable Human Settlements. Human settlements become sustainable when residents of the settlement have access to a variety of basic services, social services and housing. Housing is the competency of the Provincial Department of Human Settlements, and Engcobo LM provides support in the form of land and bulk services through normal channels when requested to do so Sport and Recreation. Engcobo LM has two sports fields (Engcobo and Nkondlo) in good working condition Libraries. The municipality does not have libraries under its jurisdiction Cemeteries and Crematoria. Engcobo LM has one cemetery and it is currently being fence. A new site will be required in the future (2 to 3 yrs.) Special Programmes (Gender, Elderly, Youth and Disabled). Support to the vulnerable groups is fragmented and not mainstream. There resource and capacity constraints facing the SPU Unit which affects the support to these groups Childcare Facilities. The municipality doesn t have childcare facilities under its control. 61

62 3.5. Key Performance Area Four: Municipal Transformation and Development. The legal framework guiding the institutional aspects of the IDP is contained in acts such as the Municipal Structures Act 117 of 1998, the Municipal Systems Act 32 of 200, the Municipal Finance Management Act 56 of 2003, as well as the labor legislation applicable to workplaces in the Republic of South Africa. This section will deal with the following key focus areas: Organizational structure of Engcobo Local Municipality. Engcobo Local Municipality has an organizational structure albeit it not aligned to the IDP. The organizational structure comprises of a total of 164 funded posts. However, the organizational structure in its current format requires a review as it is not process driven and limits upward mobility and job descriptions need to be compiled. Of these funded posts, 6 were vacant as at 30 May Engcobo Local Municipality has an office for the Municipal Manager and 5 Directorates. The senior management structure of the municipality is illustrated by the Organogram; Municipal Manager Infrastructure Manager Community Services Manager Corporate Services Manager Chief Financial Officer IPED Manager Employment Equity Act (EEA) 55 of 1998 is meant to drive equality in the workplace through equitable representation of employees from designated groups to broadly reflect the national demographics of the Economically Active Population (EAP). The Act is intended to ensure that workplaces are free of discrimination and that employers take active steps to promote employment equity. Chapter 3 of the Act requires employers to take certain affirmative action measures to achieve employment equity. These are set out in an Employment Equity Plan. 62

63 Engcobo Local Municipality has developed a 5 year Employment Equity Plan, which was developed in 2010 and will expire in There are considerable gaps and shortcomings in the implementation of the Employment Equity Plan, some of which will be alluded to in the ensuing paragraphs of this document. Progress and targets in terms of appointing persons from designated groups at top management level has been not been achieved. The municipality only has One (1) female Senior Manager at Section 57 Post Level instead of Two (2) as is provided in its Employment Equity Plan. This is due to the declining of employment offer by the appointed female manager resulting in readvertisement of the post. A second female manager has been appointed and will assume duties in July Persons appointed at top management level (0 1) are all from designated group, this is 100% in terms of race. 17% constitutes of females however there are still vacancies available. Concerted efforts are now in place to attract more Engcobo Local Municipality therefore remains committed to attracting suitable qualified, dedicated personnel by endeavouring to achieve defined equity targets. There is still a room for improvement when it comes to meeting target of people with disabilities as they only constitute 1 % of the total workforce Human Capital and Skills Development Skills Development. Skills development of human capital is one of Engcobo Local Municipality s priorities. To this effect, Engcobo Local Municipality annually develops a Workplace Skills Plan which sets out the training needs and plans for the financial year for Councillors and staff. The Employment Equity and Training Committee was not in place during the 2011/2012 financial year and was only established in August Skills audit was not undertaken prior to the development of a Workplace Skills Plan. This implies that the Workplace Skills Plan was not discussed by workplace forums but only submitted to Council and Local Government Seta. At present, Engcobo Local Municipality has also implemented further human resources development initiatives such as Learnerships, internships and in-service training of students as well as bursaries to both members of the public and staff members. The distribution of internships and Learnerships in illustrated in the following graphic; 63

64 No Distribution of Internships & Learnerships Distribution of Internships & Learnerships Office of the Municipal Manager Budget and Treasury Office Corporate Services Technical Services IDP & PMS The following are some of the challenges facing the Learnerships and internship programme; a) There is no communication between the municipality and the referring institutions to report on progress. b) No job descriptions for learners and interns. c) Confusion between Learnerships and internships. The municipality has also offered bursaries to two (2) qualifying students to pursue studies in Finance and apply their skills at the municipality upon graduating Occupational Health and Safety. Engcobo Local Municipality needs to comply with the requirements of the Occupational Health and Safety Act of 1993, and regulations, to provide for the Health and Safety of persons at work. All injuries must be investigated by Management in order to determine preventative measures and necessary action to rectify below standard work environment and employee behaviour. The following are some of the challenges Occupational Health and Safety; a) The municipality does not have a Safety Committee and thus does not keeps track of any outstanding accident reports or outstanding accident prevention measures that need to be implemented. 64

65 b) Safety committee structures are not in place in all Departments and Safety representatives and Committee members were never appointed. c) There is no evidence of Monthly Departmental Safety meetings are being and there is no Safety plan. d) Municipal employees are currently not receiving Primary Health Care and there is no Occupational Health Services Employee Health and Well-Being. The municipality currently does not have documented employee wellness and assistance programmes. There are currently no screening initiatives for harmful and contagious diseases. Voluntary counselling and testing as well as treatment campaigns do not take place Programme and Project Management. The municipality does not have a stand-alone Project Management Unit and all projects are managed by designated divisions Performance Management. The municipality has a performance management system albeit it not being fully implemented. Performance management is only limited to Section 56 and fully aligned with IDP Information and Communication Technology. Engcobo Local Municipality s Information Communication Technology (ICT) division is responsible for providing Information, Communication and Technology support services to its internal clients. From time to time, the Municipality engages in various initiatives with the intention of enhancing Information and Communication Technologies services that are delivered to support its delivery objectives. The municipality currently runs its operations on the following IT platforms; 65

66 A. Promun Financial System. A Linux based program integrated with the windows operating systems. It s mainly used by the finance and human resource departments and only relies on the technical part on the IT departments. It s not an internet based system which makes it highly secured as its sever managed with the use of secured passwords renewed monthly and it s also assigned under the domain policies where you have to enter your password not more than three times before its locked. B. Internet Services. Supplied by a contracted service provider by means of an ADSL solution 1MB every month. It has been programmed as a firewall for in and outgoing dials, VPN or remote access by means of a strong and guaranteed encrypted username and password. C. Exchange Solution. This is the solution only based on electronic mail system. The municipality manages this solution and gets access to the outside by means of an ADSL solution with an anti-spam and firewall configured and encrypted for security reasons. D. Integrated Service Access. Integrated Service Access (ISA), this solution is a server based solution which acts as a link between users and the web. It s a secured firewall that adds and removes unsecured websites for the purpose of dangerous web programs Processes and Procedures. Some processes and procedures were derived from policies that are currently outdated and are therefore also outdated and require review Municipal Facilities. Most municipal facilities such as buildings and offices are not in a good functioning state and do not support operational efficiency. 66

67 Equipment and Fleet Management. There is no maintenance and operational plan for municipal fleet Key Performance Area Five: Municipal Financial Viability and Management. A detailed situational analysis of the financial sustainability of the Municipality is contained in Chapter 4: Financial Plan. This section deals with financial related key focus areas such as: Capital Expenditure Capital expenditure is being monitored by the Budget and Treasury Office Expenditure and Cost Management The municipality has cost overruns on support services and needs to put cost containment mechanisms in place Revenue Management. Revenue management is affected by poor payment of services by rate payers Supply Chain Management. The SCM Unit is under resourced and the SCM Policy and Procedures are outdated Asset Management. Asset management continues to be a problem, particularly the introduction of GRAP 17. An asset management plan needs to be put in place Financial Reporting. Management reporting is done in-house on a monthly basis whilst external reporting is outsourced KFA 35: Budgeting. Budgeting is done through the Budget and Treasury Office and subjected to the Budget Committee. 67

68 Funding. The municipality has a low funding base and relies on MIG for capital expenditure and Equitable Share for operational expenditure Key Performance Area Six: Basic Service Delivery and Infrastructure Development. Is responsible for the following activities; Energy Efficiency. The municipality currently does not have an electricity distribution license and thus energy efficiency is the function of Eskom Electricity Infrastructure. Electricity is being rolled out at different wards through grant funding from the Department of Energy Roads and Storm water Infrastructure Roads Infrastructure. The road network is one of the key components of the transportation system. The road network has a huge backlog and construction of access road does not meet the demand. At the same time the maintenance of road infrastructure is a challenge. The road network has not yet been classified as require by the legislation. The department of roads and public works has been request the assist as well as MISA. Capital allocations are always insufficient and only a small percentage of the road network is adequately maintained or upgraded on an annual basis. For the next two financial years R185 million is required for rehabilitation of surfaced roads so as to extend their life. The municipality has developed a Three (3) Year Capital Plan which reflects extensively on all roads that still need to be constructed. The capital plan was subjected to public participation during the 2013/2014 IDP review is attached to this IDP document. 68

69 Storm water Infrastructure. This infrastructure is provided and maintained regularly by Engcobo Local Municipality Water and Sanitation Infrastructure. This infrastructure is provided and maintained regularly by Chris Hani District Municipality KFA 41: Landfill Sites Service Stations. This infrastructure is provided and maintained regularly by Engcobo Local Municipality. 69

70 Local Amenities and Public Places This infrastructure is provided and maintained regularly by Engcobo Local Municipality. Engcobo Local Municipality Municipal Amenities Strategic Pillar Type of Amenity Condition and Required Action Infrastructure Sports fields Engcobo LM has two sports fields(engcobo and Nkondlo)in good working condition Infrastructure Swimming pools Engcobo LM has one swimming pool(ngcobo town) and a working condition but needs to be refurbished Infrastructure Cemeteries Engcobo LM has one cemetery and it is currently being fence. A new site will be required in the future(2 to 3 yrs) Infrastructure Halls Engcobo LM has fourteen halls in different wards. More halls are required as not all wards have halls 70 Executive Insights

71 No 3.8. Key Performance Area Seven: Services and Customer Care Water and Sanitation Services. Provision and governance of water and sanitation services in all our areas is a competence of the district municipality. The Chris Hani District Municipality is a Water Services Authority, ( WSA ), whilst Engcobo Local Municipality is a Water Service Provider, ( WSP ). The relation is governed through a medium of a service level agreement ( SLA ) between the two parties. Our role, on an agency basis is that of a service provider. In order to achieve one of the Millennium Development Goals, ( MDG ), the water network and distribution has been extended to cover more than 20, 000 households in the area of Engcobo Local Municipality. The figures below give a comparison of household access to different levels of service for water and sanitation: Access to Water by household can be illustrated as follows: Piped water inside yard Access to piped water Piped water on a communal stand No access to piped water The ELM uses the CHDM WSDP and is in the process of developing its own as the appointment of the service provider. 71 Key Performance Area Seven: Services and Customer Care. Executive Insights

72 % The following estimate of the extent of water service delivery backlogs has been derived from Chris Hani DM data on village service levels. 80% 70% 60% 50% 40% 30% 20% 10% 0% Emalahleni LM Water Services Backlog Intsika Yethu LM Lukhanji LM Engcobo LM Sakhisizwe LM Tsolwana LM Serviced 40% 48% 74% 28% 52% 44% Unserviced 60% 52% 26% 72% 48% 56% Source: Chris Hani DM Community Service Level Data 2007 escalated to 2012estimated population levels and updated to incorporate projects completed since 2011 WSDP Water Supply. The municipality currently sources its raw water from Xuka River, Chefane River, Ngcotyana River and boreholes and purifies it at its Water Treatment Works which also contains a storage back-up. The CHDM has done a water provision plans and came up with the Cluster programme which will see different Water Augmentation Schemes being integrated Water Demand Management. The municipality has had a relatively large incidence of water loss or non revenue water. This occurs either through physical losses (leaks etc.), billing inaccuracies, users who are not on the database or illegal connections and faulty water meters. The result is an unnecessary demand on water resources, wastage of water and loss of income. 72

73 No Sanitation Services. The municipality uses Oxidation ponds and they are near capacity. There are plans underway for a new WWTW (waste water treatment works). There is no deferred maintenance on the sewer system and minimum maintenance done due to the new WWTW Access to Sanitation Services. The municipality provides a supply of waterborne sanitation services through sewers provided that there are sufficient water resources and infrastructure to sustain such a service Flush or chemical toilet Household access to toilets Pit Latrine Bucket Toilets No Toilets About 45% of the ELM population does not have access to either sanitation infrastructure or services. The consequence of lack of proper sanitation infrastructure and services will result in raw sewerage running on the streets, mixing with litter and garbage and contributing to environmental damage and spread of diseases Sanitation Services Backlog. According to the CHDM WSDP 2012 (Sanitation Services Backlog, Page 9 of 143), the current sanitation services backlog per municipality has been measured as follows; 73

74 % Sanitation Backlog 50% 40% 30% 20% 10% 0% Emalahleni LM Intsika Yethu LM Lukhanji LM Engcobo LM Sakhisizwe LM Sanitation Backlog 42% 32% 18% 47% 22% The biggest proportion of the CHDM population with a high share of sanitation services backlog resides at Engcobo LM followed by Emalahleni and Intsika Yethu LM respectively. This could be attributed to spatial size of these municipalities and the fact that they are highly rural in nature. This trend is similar to the water services backlog, which is highest in the same municipalities Electricity. Electricity is provided directly by Eskom to the municipality, local businesses, other government departments as well as residents. It is provided both on prepaid and contract Cleaning and Waste Management. In Solid Waste the following services are being rendered: Street sweeping Refuse removal Landfills Transfer Stations Waste Minimization As per the National Domestic Standards, solid waste is collected from the CBD daily, residential areas Wednesdays, Thursday and Friday, All Saints Hospital Fridays. 74

75 Customer Relations. Whilst customer complaints are handled as and when they are escalated, there is no documented and/or approved customer complaints management system Building Regulations and Municipal Planning. Building regulations are contained on gazette bylaws Key Performance Area Eight: Economic Growth and Development. The Economic Development cluster mandate is to create an enabling environment for economy, derived from the following legislations: a) Constitution of the Republic of South Africa, 1996; b) Municipal Systems Act, 32 of 2000; c) National Local Economic Development Framework; Various interventions have been implemented in support of the Engcobo LM s economy; however the economic recession, macro and micro environmental challenges had a negative impact on economic growth in Engcobo Local Municipality. Some of the undesirable consequences include, but not limited to the following: a) Job losses through retrenchments. b) Limited investment attraction. c) Declining economy. d) Business closures. e) Increasing numbers of unemployment Local Economic Development. In fulfilling the Local Economic Development Key Performance Area, Engcobo Local Municipality has developed a five year Local Economic Development Strategy ( LED ). The LED Strategy was developed in 2010 and will be reviewed in It ( LED Strategy ) incorporates the following cross-cutting programmes; a) Small and Medium Enterprise Development including cooperatives. b) Agricultural Development. 75

76 No Capacity Building. This can be viewed from the level of civilian education and access to education facilities. The following is a summary of such education status; Population by Level of Education. The number of people with less than Grade 12has decreased by considerable margin from 1996 to No Schooling Poulation by Level of Education Some Primary Education Completed Primary School Some Secondary Education Grade 12 Attained Higher Education The decrease in people with no schooling can be attributed to various factors, such as urbanization, free basic education as well as adult basic education programmes that have been introduced by government whilst the increase in school leavers with tertiary education can be attributed to poor grades and lack of means to finance tertiary education. Grade 12 pass rates have seen a gradual increase Year-on-Year from 1996 to 2011 by a very small margin and this is far from the acceptable levels. 76

77 No Literacy vs. Illiteracy Literecy vs. Illeteracy Illeterate Literate Literacy rate is fairly high amongst citizens whilst it has experienced decline between 2001 and The decrease in literacy rate will lead to lack of or poor comprehension of socioeconomic variables Rural Development. There are currently no documented rural development programmes at Engcobo and most rural based projects are not financially viable nor sustainable. 77

78 4. CHAPTER 3: Five (5) Year Development Plan. This chapter outlines Engcobo s strategic intent and key performance areas for the next five years. It aims to respond to some of the key issues and challenges highlighted in Chapter 2, as well as the National Policy imperatives outlined in Chapter The Vision Statement. A result oriented and driven municipality, providing reliable service delivery and facilitating development of Engcobo and its people within through effective use of the available resources and an environment that encourages stakeholder partnerships and citizen engagement The Mission Statement. To improve the quality of lives of the Engcobo Community by providing basic and affordable services whilst alleviating poverty through social and economic development of the area thereby creating a safe, healthy and secure environment The Values. In addition to the Batho Pele principles, our municipality commits itself to upholding the following set of values: Ensuring municipal wide good governance. Accountable and responsible local government. Maximum public participation. Focus on economic growth and human resource development. Honesty and integrity. Tolerance to the diverse nature of our clientele and communities. Acting responsible in our dealings. Safety and secure living for all residents. Results orientation Acceleration of service delivery Effectiveness and efficiency in our approach Good governance, accountability, and public participation. The values illustrated above are expected to serve as a guide in decision-making and operations of the municipality, more especially in relation to the following: 78

79 Promote development which is in line with the Engcobo Spatial Development Framework. Protect the Engcobo Central Business District (CBD) as the primary node. Protect and promote public and private investment in the area. Preserve and protect natural resources and sensitive environmental areas. Support the socio-economic growth and development of the localities to the benefit of the entire Engcobo Local Municipality Promote physical, social and economic integration within the Engcobo Local Municipality. Ensure consistency in policies, strategies, land use management and by-laws. Promote gender equality and youth development. The objectives, strategies and interventions forthcoming from the IDP support the vision and fundamentals. The Spatial Development Framework provides a spatial reflection of the vision, giving effect to the principles and fundamentals by guiding spatial development in the area The Strategic Objectives. The aim of the IDP for the Engcobo Local Municipality is to move away from the idea of the IDP being a mere wish list and move towards a strategic and focused development plan. In order to achieve this, a series of Strategic Objectives have been formulated with each objective supported by strategies or interventions, which are to be implemented through projects and actions requiring budgetary allocations in the budgetary process of the Engcobo Municipality which is to follow from the Integrated Development Plan. The Key Broad Strategic Objectives that will guide programs of the Municipality over the next five years are: a) To improve the physical and functional integration of the Engcobo Municipal area, thereby improving access to economic opportunities with a strong focus towards rural areas, b) To strengthen the municipality s capacity to provide basic services, facilitate the development of the area and coordinating the activities and programs of other spheres of government and other agencies, 79

80 c) To actively facilitate the development of the Engcobo municipal area through welldeveloped catalytic programs, support of initiatives by communities, entrepreneurs by leveraging on our resources to secure support for initiatives that will ensure that the we significantly reduce poverty, unemployment and create sustainable economic opportunities, d) To provide basic services that are affordable and reliable to the people of Engcobo within the available resources of the municipality, e) To ensure that the municipality becomes a viable and sustainable entity that has a reputation of effectively managing its scarce resources through a responsible, clean and accountable administration, f) To ensure that the municipality becomes a people-centered institution that creates space and platforms for its community and critical role-players to play a meaningful role in the planning, monitoring and evaluation of the performance of the organization Spatial Planning. In terms of Section 26 (e) of the Municipal Systems Act (Act no. 32 of 2000), the Spatial Development Framework is a legally required component of the IDP. It therefore has the status of a statutory plan, and serves to guide and inform all decisions made by the Municipal Council on spatial development and land use management in the Engcobo Municipality. The Spatial Development Framework for Engcobo Local Municipality aims to provide guidelines for settlement growth and development needs in the town of Ngcobo as well as providing guidance on where best to direct resources in upgrading the rural settlements. The Spatial Development framework also aims to highlights areas where strategic development intervention is required (areas of particular development potential and/or areas where current development activities represent a development opportunity). The Engcobo Spatial Development Framework will apply to the whole area of jurisdiction of the Engcobo Local Municipality. This area is characterized by a composite settlement and land use pattern, incorporating urban, peri-urban and rural components, some of which were previously administered as separate local government entities. The area covered by the Engcobo Municipality is approximately ha in extent. Political representation is based on 20 Wards within this area. 80

81 In an analysis of the economic development potential of the Municipality, the following sectors were identified as having development potential: - a) The Forestry Sector. b) The Agriculture Sector. c) The Tourism Sector. d) The Retail/trade Sector with a focus on the town of Ngcobo The Forestry Sector. Forestry has the potential to become one of the most productive sectors in the local economy with approximately 5,455ha of forests. The development of a vibrant wood cluster is currently being investigated through the Integrated Sustainable Rural Development Programme. 81

82 The main type of wood found in the local plantations is soft wood commonly from pine trees. The table below gives an inventory of the existing types and names of forest plantations and indigenous forests in the municipal area: Commercial Plantations Indigenous Forests Area Ward Engcobo 11 Mbeni, Mboleni, Qulunqu 9 Manina 15 Mntuntloni 14 Nkobongo 4 Mxikixwa 14 Gulandoda 15 Ngqongqotha 6 Mjanyane, Nkobongo, Mqabu Mkhonkotha, Mhlahlane, Khovoti Mngcozo, Waca, Dumba, Eliphakathi, Ntsunguzi Ngquru, Nkcoyi Haba Khalinyanga Qebe, Vakele, Ku Ta, Mthala ha 1722 ha Sawmills Lubisi Ngxangxasi, Nkotshe Dyubashe, Gqonci, Didwayo, Nqancule, Mgudu Transkei Timber Maqwathini Dyampi Javi Lottering Source Department of Agriculture, Forestry & Fisheries. Various sizes. 82 The Forestry Sector. Executive Insights

83 The Agriculture Sector. Agriculture, like forestry has the potential of being the primary active sector in the local economy. However this potential is not adequately utilized. Most households focus on subsistence farming with the most commonly kept livestock being cattle, sheep, goats, horses and donkeys. There are a number of existing irrigation schemes that lie under-utilized in Ngcacu; Clarkebury; Gqutyini (currently installed) and Mhlophekazi. In addition, another four formal agricultural schemes have been identified in the areas of Mgwali, Ntibaneni, Madzikane and Xuka Opportunities in Agriculture Engcobo has a number of opportunities in the subsistent farming environment that can be developed into sustainable cooperative ventures, namely: Cattle. Sheep. Maize Vegetable Poultry Water Furthermore, there are a number of opportunities that exist for commercial agriculture including. Crop diversification into hemp, essential oils, spices Export of the honey bush teas and other high end products Export of cattle, sheep wool, pigs and poultry Organic livestock farming Dairy products The Tourism Sector. Local Tourism development is a competence of local municipal sphere but currently there is no comprehensive strategy to drive our interventions in this sector of the economy. It is a sector with proven potential but remains underutilized. All tourism related activities are driven through a Tourism Sector Plan which was developed and adopted by the Council in 2008 and remain in application until 2013, when it will be reviewed. 83 The Agriculture Sector. Executive Insights

84 Established tourist sites are limited although huge potential exists in the municipality to become an eco-tourist hotspot as a result of the scenic beauty, biodiversity richness and cultural tourism. Potential in this sector exist in the following key areas: # Tourism Product Definition Location 1 Walter Sisulu History Centre Quthubeni Village & Proposed Hero s Park Dr. AB Xuma History Centre Manzana & Proposed Hero s Heritage Sites Park. Clarkebury Institution Clarkebury. Elucwecwe Rock Art Elucwecwe Khalinyanga Rock Art Nyanga. Nombihli Rock Art Gubenxa A/A 2 Sinqumeni Rock Art Upper Gqaga A/A Dyobashe Rock Art Upper Gqaga A/A Forests & Green Vegetation All wards Rock Art & Caves Birds All wards Seasonal waterfalls All wards Proposed Qoba Game Reserve Qoba Village Cultural Background where 3 Amaxhosa Traditional Activities All wards Natural Tourism Qutubeni Cultural Village Quthubeni Village 84 The Tourism Sector. Executive Insights

85 There are initiatives underway to develop the untapped potential in the following manner: 1) Conserve and develop Rock Art and develop trails; Conserve these Rock Arts by protecting the sites by fence so that people do not destroy them. Development of trails that will link these sites and use horses as the transporting mode for the tourists to these sites Introduce entrance fees to these sites when they are protected. 2) Development of support facilities like Foot Bridge, accommodation and recreation next to the Water Falls for Tourists. 3) Tourism Facilities and Conference centre at Ixuka Drift Art Centre. 4) Establish and develop Walter Sisulu History Centre Land Use Management. The formulation of land use management guidelines is a legally required component of a Spatial Development Framework. In complying with this requirement, it is important to be clear on what is understood by the term land use management, and therefore, how this is translated into a set of usable guidelines, relevant to the Municipality and its assigned roles and functions. The following excerpt from the White Paper on Spatial Planning and Land Use Management (Dept Land Affairs, 2001) provides a broad definition of what, in essence, a Land Use Management System is expected to achieve in the new spatial planning system in South Africa, and how this differs from the development control approach that was central to the old planning system in this country: - The term land use management includes the following activities: The regulation of land-use changes such as, for example, the rezoning of a property from residential to commercial use; The regulation of green fields land development, i.e. the development of previously undeveloped land; The regulation of the subdivision and consolidation of land parcels; The regulation of the regularization and upgrading process of informal settlements, neglected city centres and other areas requiring such processes; 85 Land Use Management. Executive Insights

86 The facilitation of land development through the more active participation of the municipality in the land development process, especially through publicprivate partnerships. Land-use management has two main underlying rationales. The first is the widely felt resistance to the idea of uncontrolled land development and the second is the commonly expressed wish by particular sectors in society to promote various types of desirable land development. The resistance to uncontrolled development is motivated by: Environmental concerns: uncontrolled development of land can have adverse effects on natural habitats, cultural landscapes and air and water quality. Health and safety concerns: uncontrolled development can lead to overcrowding and unsafe building construction. Certain land uses can also be detrimental to the health and safety of neighbors. Efficiency of infrastructure provision and traffic management: increasingly it has become clear that the where the granting of development permissions is not coupled with the provision of adequate infrastructure and traffic management the consequences can be severe. Similarly, where infrastructure is provided, generally at high financial cost, without taking into account likely and relevant land-use and settlement patterns the opportunity costs to society are very high. Determination of property values for purposes of rating: the market value of land is the basis on which property valuation is determined and the extent and nature of the development permitted on the land is a key factor in that determination. Aesthetic concerns: the control of land development enables government to prescribe certain design parameters for buildings. The wish to promote desirable development is also driven by a number of different concerns: The land development needs of the market seldom match precisely the social and political needs of government: government may well want to promote a type of land development in an area that the market neglects. It then has to take certain steps to facilitate that development or provide incentives. Investment promotion: changing the applicable land-use management instruments is often seen as a prerequisite for attracting certain types of investment to certain areas. This can take the form of both relaxing controls in those areas and increasing controls in other areas which might be more favored by the market. These strategies are likely to be linked to local economic development initiatives. 86

87 Land Use Management and Engcobo Local Municipality. In terms of the Land Use Regulation, Engcobo LM is a designated Land Use Regulator with a responsibility for Municipal Planning Current Legal Instruments Relevant To Land Use Management within Engcobo Local Municipality. The area covered by the Engcobo Municipality is a complex, composite area comprising a variety of landscapes and land types ranging from formal, planned urban settlement (Ngcobo town), formal and informal peri-urban and rural settlement (villages), and transformed, less impacted and almost pristine natural areas. In the main, land use management across this variety of land forms is not undertaken in terms of a coherent and overarching or integrated land use management system. In legal terms, land uses are subject to monitoring and regulation in terms of environmental laws that apply across the country as a whole but that are, in reality, only enforced in certain areas. This unevenness of land use management monitoring and enforcement is also the result of a historically complex and splintered application of legislation across the study area. The relevant legislation to be employed to carry out land use management is the Transkei Townships Ordinance (Ordinance 33 of 1934). It should be noted that, in the interim before new, integrated land use management legislation is promulgated, the Development Facilitation Act (No. 67 of 1995) may be utilized as a planning tool for statutory planning purposes. These pieces of legislation are used in conjunction with a suite of environmental legislation that also has bearing on land use management and should strictly speaking, also be applied in rural areas Housing. Housing is a national competence. It is a priority for our communities who have identified it during the broad consultation workshops as a critical need in short supply. Housing is also a basic need. The municipality has identified as part of this IDP s project list, a need to develop a sector plan for guiding our role in facilitating the implementation of sustainable housing and settlement development. 87

88 The municipality is not a developer, but a facilitator with current role encompassing facilitating and processing of applications for low cost housing, planning for new settlements and implementing RDP housing delivery programme on behalf of the provincial housing and development board or the department of human settlements. Our analysis estimates the housing demand to be as follows: a) 3500 low income units (RDP level) b) 500 middle to upper income units Land Reform. Land reform is a central factor to economic development and especially rural development. There are two dominant forms of tenure or means of land ownership in our jurisdictional areas, namely freehold (identified through a registered mortgage and issuance of a formal title deed to the landlord) and communal (often found in rural village settlements and not linked to a single landlord through issuance of a title deed). Freehold ownership patterns are common in urban and peri-urban areas of Engcobo and Clarkebury while other forms are dominant in rural settlement areas. The common tendency and legacy inherited from past government is for communal land to be under the control and authority of traditional leaders while not always but commonly the local municipal authority tends to have more control and rule over formalized freehold urban tenure systems. The co-existence of these tenure systems often creates confusion and difficulties in implementing uniform planning regulations and by-laws to govern land use management and development. Hence, the choice for 2012/17 to focus on building strong relationships with traditional authorities and putting in place mechanisms for implementing effective joint planning and land use administration. Rural areas have often lagged behind urban centers when comparing their share of benefits for development in our municipality. This has been caused by historic reasons wherein services were delivered to areas with already developed networks and reticulated service distribution systems (e.g. Waterborne sanitation, refuse collection and electricity connections). This has led to urban-rural inequalities. To deal with this challenge the municipality has identified rural development as a new development priority for 2012/17 with emphasis on the following: 88

89 Planning for improved household access to basic services Leveraging of rural service infrastructure installation Facilitation and mobilization of resources to achieve integrated delivery of government services via one-stop service centres to rural areas Coordination of poverty alleviation interventions and livelihood support Integration of settlements to mainstream economic participation and contribution. Main focus here being on agriculture, farming, cultural tourism and agro-processing initiatives Land and Property Management. In terms of the Municipal Finance Management Act municipalities are obliged to manage the assets under its control, section 78 of the Act specifically stipulates that senior management should take all reasonable steps within their respective areas of responsibility to ensure, inter alia, that assets of the municipality are managed effectively and maintained to the extent necessary to derive maximum benefits from these assets both in providing basic infrastructure and generating revenue. An immovable capital assets management and maintenance information system is in place and this is a comprehensive system which incorporates collection of all data related to municipal owned properties, verification of new and existing data, quality control and skills transfer. It also incorporate all property valuations that have obtained through the General Valuations as well as all maintenance and expenditure carried out on each municipal property Transportation. Transport plays a critical role in economic development. Transport service has two levels. It includes public and physical transportation systems. The ELM s role in transport is largely focused on planning for movement of goods and people across our landscape. We are not a transport authority and currently do not have a transport plan. However, it the ELM s intention to develop and adopt such a sector plan in order to guide how it intervene and play a role in facilitating public transport, 89

90 mobilization of transportation infrastructure support and coordination of movement patterns in support of our economic development objectives. The physical transportation systems are poorly linked and overly rely on road based network. The lack of established rail systems linked to the municipality s road based networks is a huge obstacle to realizing the existing potential in underperforming yet promising economic sectors like forestry, manufacturing and agriculture production. The lack of established rail transport network coupled with poorly maintained road infrastructure contributes negatively to our competitive advantage. It makes it difficult for industries to have effective distribution networks necessary to link out local produce to markets. Public transport is also uncoordinated and poorly planned. For example, there is no functional public transport interchange that offers well designed and planned public facilities. There are currently no public ranking facilities and the town centre is characterized by many small informal ranks in street corners, shop fronts and parking spaces The development of Corridor Clusters The Forestry/Wood Cluster in the north by:- Providing new community forests especially near existing sawmills Providing new sawmills Establishing a wood manufacturing industry at Ngcobo This project on forests is now handled by Chris Hani because local municipalities cannot afford to manage The Agricultural Clusters in the south by:- Developing new irrigation schemes Maximizing production at existing schemes Providing a market and agroindustrial at Ngcobo The Tourism Cluster. Conserve and develop bushman paintings and developing a bushman painting trail To develop the waterfalls for tourist visits i.e. parking area, ablution facilities etc. 90

91 Develop dams for fishing and camping/overnight facilities A Tourism Centre at Ngcobo Tourism facilities and conference centre at Xuka Cultural village (horse and hiking trails, waterfalls and busmen painting) The Beef & Dairy Cluster. Dairy production at Xuka Develop beef production at Xuka and other areas Dipping Tanks Stock Dams A beef auction and production facility at (Ngcobo) In terms of the draft Land Use Management Bill, it is anticipated that the Engcobo Local Municipality will be required to formulate an integrated Land Use Management System within the next 5-year planning period. In the interim, the Municipality will focus on the following actions:- Establishing appropriate land use management procedures to deal with all formal land development procedures in the Urban Areas in terms of currently applicable Town Planning Schemes. Ensure the implementation of procedures in terms of the Environmental Conservation Act Spatial Development priorities. Engcobo therefore aligns itself and adopts the following spatial priorities; # Priority Priority Description 1 Priority 1 Which highlights the need to realize the potential for maize production and the need to priorities sustainable homestead production. 2 Priority 3 Which highlights the need to priorities the provision of a basic level of infrastructure BUT, importantly, also rural infrastructure (e.g. fencing, agricultural support infrastructure and facilities); 3 Priority 4 Which highlights the need to prioritize land reform (specifically tenure and agrarian reform) in communal land areas to better 91

92 secure the asset value of land; 4 Priority 11 Which is aimed at enhancing support and technical assistance to small-scale farmers as well as strengthening linkages to rural development and land reform initiatives. 5 Priority 12 Which is crucial to provide a strategic framework for the development of the rural settlement areas, where much development potential remains thwarted due to capacity constraints, lack of clarity on institutional responsibilities, land tenure and land administration complexities and significant infrastructure backlogs Strategic Alignment of KPA s and KFA s. The Engcobo LM s IDP is focusing on eight (8) Key Performance Areas (KPAs) and Strategic Objectives which are interrelated. The Key Focus Areas (KFAs) and predetermined Objectives as well as the activities, programmes and projects are supportive of each other, to ensure greater impact in delivery. 92

93 KPA 1: Governance and Stakeholder Participation. 93 KPA 1: Governance and Stakeholder Participation. Executive Insights

94 KPA 1: Governance and Stakeholder Participation Strategic Objective Key Focus Area (KFA) To ensure good governance and participation of stakeholders Description of Capital KPI Department Annual Baseline 5 Year Target 13/14 14/15 15/16 16/17 17/18 Projects, Programmes and Activities Targets Delivery: Internal/Exter nal Funding Source KFA 1: Governance Structures KFA 1: Governance Structures KFA 1: Governance Structures Annual Risk Based Audit Plan Auditor General's Report Annual Council Structures Year Planner Reviewed Risk Based Audit Plan % of AG's Audit Findings % of meetings held by Council Committees in terms of the approved annual planner(council, MayCo, Portfolio Committees,Audit & Risk, MPACC) Municipal Manager/CorpServ 1 Plan Municipal Manager/CorpServ Reviewed Risk Based Audit Plan Reviewed Risk Based Audit Plan Reviewed Risk Based Audit Plan Reviewed Risk Based Audit Plan Reviewed Risk Based Audit Plan Reviewed Risk Based Audit Plan Internal 90% 100% 100% 100% 100% 100% Internal Opex Municipal None 100% 100% 100% 100% 100% 100% Internal Opex Manager/CorpServ Opex 94

95 KFA 1: Governance Structures KFA 2: Stakeholder Participation KFA 2: Stakeholder Participation KFA 2: Stakeholder Participation IDP Representative Forum Established and functioning IDP Rep Forum IDP Municipal Representative Manager/CorpServ Forum Public Public Develop a Public Municipal Participation Participation Participation Strategy Manager/CorpServ Strategy Strategy developed developed Advertising of all statutory meetings Development of Ward Based Plans Copies of newspaper adverts Municipal All newspaper for advertised Manager/CorpServ adverts meetings Ward Based Plans developed & approved by Council Municipal Manager/CorpServ Established and functioning IDP Rep Forum Public Participation Strategy reviewed Copies of newspaper adverts for advertised meetings Established and functioning IDP Rep Forum Public Participation Strategy reviewed Copies of newspaper adverts for advertised meetings Established and functioning IDP Rep Forum Public Participation Strategy reviewed Copies of newspaper adverts for advertised meetings Established and functioning IDP Rep Forum Public Participation Strategy reviewed Copies of newspaper adverts for advertised meetings Established and functioning IDP Rep Forum Public Participation Strategy reviewed Copies of newspaper adverts for advertised meetings Established and functioning IDP Rep Forum Public Participation Strategy reviewed Copies of newspaper adverts for advertised meetings Internal Internal Internal ELM/DPLGTA ELM/DPLGTA Opex Opex Opex 95

96 KFA 2: Stakeholder Participation KFA 2: Stakeholder Participation KFA 2: Stakeholder Participation KFA 2: Stakeholder Participation KFA 2: Stakeholder Participation Assist CDWs on household profiling Training of Ward Committees on Governance Ward Committee Annual Programme Attendance of Ward Committee Meetings Participation in IDP & Budget Processes % of houselds profiled All ward Municipal committes trained Manager/CorpServ on governance % of ward committee meetings as per approved programme Municipal Manager/CorpServ None None To be determined To be determined To be determined To be determined To be determined ELM/DPLGTA ELM/DPLGTA/L G Seta Municipal None 100% 100% 100% 100% 100% 100% Internal Opex Manager/CorpServ % of ward % of ward committee committee Municipal members members attending Manager/CorpServ attending meetings meetings % utilization of available mediums (website, newspapers, posters, radio, memo's) informing public of meetings Municipal Manager/CorpServ None % utilization of available mediums (website, newspapers, posters, radio, memo's) informing public of meetings 100% 100% 100% 100% 100% 100% Internal Opex Utilisation rate of 50% of all available media Utilisation rate of 50% of all available media Utilisation rate of 50% of all available media Utilisation rate of 50% of all available media Utilisation rate of 50% of all available media External ELM/DPLGTA ELM/DPLGTA/LG Seta Opex 96

97 KFA 3: Risk Management Update risk register % of potential Municipal registered risks on Manager/CorpServ the risk register % of potential registered risks on the risk register % of potential registered risks on the risk register % of potential registered risks on the risk register % of potential registered risks on the risk register % of potential registered risks on the risk register % of potential registered risks on the risk register % of potential registered risks on the risk register Internal Opex KFA 3: Risk Management KFA 3: Risk Management KFA 3: Risk Management Establish risk and Fraud Management Committee Risk and Fraud Management Committee established and approved by Council Development of a Risk Management PolicRisk Management Policy Departmental Disaster Recovery Plans Approve departmental disaster recovery plans Municipal Manager/CorpServ None Municipal Manager/CorpServ None Approved Municipal departmental Manager/CorpServ DRP's Risk and Fraud Management Committee established and approved by Council Approved Risk Management Policy Approved departmental DRP's 100% attendence of scheduled Risk and Fraud Management Comm. Meetings Approved Risk Management Policy Approved departmental DRP's 100% attendence of scheduled Risk and Fraud Management Comm. Meetings Review Risk Management Policy Approved departmental DRP's 100% attendence of scheduled Risk and Fraud Management Comm. Meetings Review Risk Management Policy Approved departmental DRP's 100% attendence of scheduled Risk and Fraud Management Comm. Meetings Review Risk Management Policy Approved departmental DRP's 100% Internal attendence of scheduled Risk and Fraud Management Comm. Meetings Internal Review Risk Management Policy Approved departmental DRP's Internal Opex Opex Opex 97

98 KFA 4:Policies KFA 5:Bylaws KFA 6:Monitoring & Evaluation KFA 6:Monitoring & Evaluation Policies and Procedures Bylaw Awareness Programme Departmental SDBIP's Cascading of Perfomance Management System Submit list of policies and procedures up for review Approved bylaw awareness programme % of Departmental SDBIP targets achieved % cascading of departmental targets Municipal Submitted List Manager/CorpServ of Policies Approved bylaw Municipal awareness Manager/CorpServ programme Municipal Manager/CorpServ Submitted List of Policies Approved bylaw awareness programme Submitted List of Policies Approved bylaw awareness programme Submitted List of Policies Approved bylaw awareness programme Submitted List of Policies Approved bylaw awareness programme Internal Submitted List Submitted List of Policies of Policies Approved bylaw awareness programme Approved bylaw awareness programme Internal Internal 100% 100% 100% 100% 100% 100% 100% Municipal Manager/CorpServ None New 100% cascading 100% cascading 100% cascading 100% cascading 100% cascading Internal Opex Opex Opex Opex 98

99 KFA 6:Monitoring & Evaluation KFA 7:Inter- Governmental Relations Perfomance Management Policy IGR Participation KFA Communication 8:Communicati Policy on KFA 8:Communicati Website on Develop PMS % IGR activities attended Approved external communication plan Municipal Approved PMS Manager/CorpServ Policy Municipal Manager/CorpServ Approved Municipal external Manager/CorpServ communication plan Functional website Municipal Functional Manager/CorpServ website Approved PMS Policy Approved PMS Policy Approved PMS Policy Approved PMS Policy Approved PMS Policy Approved PMS Policy Internal Internal 50% 50% 50% 50% 50% 50% 50% Approved external communication plan Functional website Approved external communicati on plan Functional website Approved external communicati on plan Functional website Approved external communicati on plan Functional website Approved external communicati on plan Functional website Approved external communicati on plan Functional website Internal Internal Opex Opex Opex Opex 99

100 KPA 2: Safety and Environment. 100

101 KPA 2: Safety and Environmental Management Strategic Objective Key Focus Area (KFA) To ensure safety within the community as well as healthy and protected environment Description of Capital Projects, Programmes and Activities Targets KPI Wards Department Annual Baseline 5 Year Target 13/14 14/15 15/16 16/17 17/18 Delivery: Internal/Ext ernal Funding Source KFA 9: Traffic Control KFA 9: Traffic Control KFA 9: Traffic Control Traffic law enforcement Traffic law enforcement Special operations (Heavy duty operation) Number of monthly reports on traffic offences % increase in traffic fines issued Number of heavy duty operations held All wards All wards All wards Community Services Community Services Community Services 12 reports 12 reports 12 reports 12 reports 12 reports 12 reports 12 reports Internal Opex Target 10% increase of traffic fines issued 4 Heavy Duty Operations per annum Target 10% increase of traffic fines issued 4 Heavy Duty Operations per annum Target 10% increase of traffic fines issued 4 Heavy Duty Operations per annum Target 10% increase of traffic fines issued 4 Heavy Duty Operations per annum Target 10% increase of traffic fines issued 4 Heavy Duty Operations per annum Target 10% increase of traffic fines issued 4 Heavy Duty Operations per annum Target 10% increase of traffic fines issued 4 Heavy Duty Operations per annum Internal Internal Opex Opex 101

102 KPA 2: Safety and Environmental Management Strategic Objective Key Focus Area (KFA) To ensure safety within the community as well as healthy and protected environment Description of Capital Projects, Programmes and Activities Targets KPI Wards Department Annual Baseline 5 Year Target 13/14 14/15 15/16 16/17 17/18 Delivery: Internal/Ext ernal Funding Source KFA 9: Traffic Control KFA 9: Traffic Control KFA 9: Traffic Control KFA 9: Traffic Control Special operations (Public transport) Special operations (Road blocks) Traffic income Road safety education Number of public transport operations held Number of roadblocks Number of reports on monthly income generated Number of road safety campaigns All wards Community Services 4 Public Transport Operations 4 Public Transport Operations 4 Public Transport Operations 4 Public Transport Operations 4 Public Transport Operations 4 Public Transport Operations 4 Public Transport Operations All wards Community 4 road blocks 4 road blocks 4 road blocks 4 road blocks 4 road blocks 4 road blocks 4 road blocks Internal Opex Services All wards Community Services 12 reports 12 reports 12 reports 12 reports 12 reports 12 reports 12 reports Internal Opex All wards Community Services Internal Internal Opex Opex 102

103 KPA 2: Safety and Environmental Management Strategic Objective Key Focus Area (KFA) To ensure safety within the community as well as healthy and protected environment Description of Capital Projects, Programmes and Activities Targets KPI Wards Department Annual Baseline 5 Year Target 13/14 14/15 15/16 16/17 17/18 Delivery: Internal/Ext ernal Funding Source KFA 9: Traffic Control KFA 9: Traffic Control KFA 10: Environmental Management DLTC Services DLTC Services and motor registrations Environmental Management Framework Learners & drivers licence renewals, PDP's. Number of motor vehicle registrations Enter into an MoU with CHDM to clarify roles and responsibilities None None None 400 cases 400 cases for for all DLTC all DLTC services services 400 vehicle 400 vehicle registration registrations s Community None Services 400 cases for all DLTC services 400 vehicle registrations Implement Envirnmental Management MoU 400 cases for 400 cases for all DLTC all DLTC services services 400 vehicle registrations Implement Envirnmental Management MoU 400 vehicle registrations Implement Envirnmental Management MoU 400 cases for all DLTC services 400 vehicle registrations Implement Envirnmental Management MoU 400 cases for all DLTC services 400 vehicle registrations Implement Envirnmental Management MoU 400 cases for all DLTC services Internal Opex 400 vehicle registrations Internal Opex Implement Envirnmental Management MoU ELM/CHDM/ DEA ELM/CHDM /DEA KFA 11: Disaster Management Test effectivness of evacuation plan Number of evacuation drills per annum None Community Services Internal Opex 103

104 KPA 2: Safety and Environmental Management Strategic Objective Key Focus Area (KFA) To ensure safety within the community as well as healthy and protected environment Description of Capital Projects, Programmes and Activities Targets KPI Wards Department Annual Baseline 5 Year Target 13/14 14/15 15/16 16/17 17/18 Delivery: Internal/Ext ernal Funding Source KFA 11: Disaster Management Disaster Management Plan Enter into an MoU with CHDM to clarify roles and responsibilities None Community Services Implement Disaster Management MoU Implement Disaster Management MoU Implement Disaster Management MoU Implement Disaster Management MoU Implement Disaster Management MoU Implement Disaster Management MoU Implement Disaster Management MoU ELM/CHDM ELM/CHDM KFA 12: Firefighting KFA 12: Firefighting KFA 12: Firefighting Education and awareness campaigns Rcruitment & training of firefighting volunteers under EPWP Liase with various stakeholders for development of firebelts on vulnerable wards Hold public training & awareness campaigns Number of volunteers recruited, trained and deployed. Firebelts done in all fire susceptible wards All All 11,13,17 Community Services Community Services Community Services Internal Opex Internal Opex Internal Opex 104

105 KPA 2: Safety and Environmental Management Strategic Objective Key Focus Area (KFA) To ensure safety within the community as well as healthy and protected environment Description of Capital Projects, Programmes and Activities Targets KPI Wards Department Annual Baseline 5 Year Target 13/14 14/15 15/16 16/17 17/18 Delivery: Internal/Ext ernal Funding Source KFA 12: Firefighting KFA 12: Firefighting Erection of fire hydrants Procurement protective clothing and accessories Firehyrants constructed or installed Procurement protective clothing and accessories 11 All Community Services Internal Opex Community Services Internal Opex KFA 12: Firefighting KFA 12: Firefighting Procurement fire Procurement fire detectors for detectors for municipal municipal buildings buildings Erection and Erection and inspection of fire inspection of fire extinguishers to extinguishers to municipal buidlings municipal buidlings All Community Services 11 Community Services Internal Opex ELM/MIG ELM/MIG 105

106 KPA 3: Social and Community Development. 106

107 KPA 3: Social and Community Development Strategic Objective Key Focus Area (KFA) Description of Capital Projects, Programmes and Activities To facilitate social and community development Key Perfomance Indicators (KPI's) Wards Department Annual Baseline Targets 5 Year Target 13/14 14/15 15/16 16/17 17/18 Delivery: Internal/Exter nal KFA 16: Sport and Recreation Promotion and development of Sports, Arts, Culture & Recreation Activities linked to Sport, Arts, Culture & Recreation All Comm.Serv/M M None Activities linked to Sport, Arts, Culture & Recreation Activities Activities linked to Sport, Arts, Culture & Recreation linked to Sport, Arts, Culture & Recreation Activities linked to Sport, Arts, Culture & Recreation Activities linked to Sport, Arts, Culture & Recreation Activities linked to Sport, Arts, Culture & Recreation Internal KFA 16: Sport and Recreation KFA 17: Libraries KFA 17: Libraries Improvement and continuous support of the Mayor's Cup and inclusion of more sport codes Continuous maintanance of libraries Replenishment of library resources Expanding of sport codes under the Mayors Cup Functioning libraries Functioning libraries All Comm.Serv/M M None 11 Comm. Serv None 12 Comm. Serv None More sporting codes under Mayor's Cup Functioning libraries Functioning libraries More sporting codes under Mayor's Cup Functioning libraries Functioning libraries More sporting codes under Mayor's Cup Functioning libraries Functioning libraries More sporting codes under Mayor's Cup Functioning libraries Functioning libraries More sporting codes under Mayor's Cup Functioning libraries Functioning libraries More sporting codes under Mayor's Cup Functioning libraries Functioning libraries Internal Internal Internal 107

108 KPA 3: Social and Community Development Strategic Objective Key Focus Area (KFA) Description of Capital Projects, Programmes and Activities To facilitate social and community development Key Perfomance Indicators (KPI's) Wards Department Annual Baseline Targets 5 Year Target 13/14 14/15 15/16 16/17 17/18 Delivery: Internal/Exter nal KFA 17: Libraries KFA 18:Cemeteries and Crematoria KFA 18:Cemeteries and Crematoria KFA 19:Special Programmes (Gender, Elderly, Youth, Disabled) KFA 19:Special Programmes (Gender, Elderly, Youth, Disabled) Continuous maintanance and calibration of IT services Fencing and cleaning of the cemetery Identification of the new cemetery site & construction of cemetery Establishment of Youth Councils at ward level Functioning libraries 13 Comm. Serv None Functioning libraries Functioning libraries Functioning libraries Functioning libraries Functioning libraries Functioning libraries % spent on budget 11 Comm. Serv None 100% 100% 100% 100% 100% 100% Internal New identified & rezoned for new cemetery Number of Councils established Facilitate back to school campaigns for out-of-school youth Number of campaigns organised 11 Comm. Serv None New identified & rezoned for new cemetery New identified & rezoned for new cemetery New cemetery operational New cemetery operational New cemetery operational New cemetery operational Internal Internal 1,2,3,4,5,7,8,9,10,11, Comm.Serv ELM,DoE,DoH,S 12,13,14,1 ocdev,dsrac 5,16,20 20,19,18,1 7,16 Comm.Serv ELM,DoE,DoH,S ocdev 108

109 KPA 3: Social and Community Development Strategic Objective Key Focus Area (KFA) Description of Capital Projects, Programmes and Activities To facilitate social and community development Key Perfomance Indicators (KPI's) Wards Department Annual Baseline Targets 5 Year Target 13/14 14/15 15/16 16/17 17/18 Delivery: Internal/Exter nal KFA 19:Special Programmes (Gender, Elderly, Youth, Disabled) KFA 19:Special Programmes (Gender, Elderly, Youth, Disabled) KFA 19:Special Programmes (Gender, Elderly, Youth, Disabled) KFA 19:Special Programmes (Gender, Elderly, Youth, Disabled) Career shadowing to in-schoolyouth Number of learners shadowed Facilitate carreer exhibitions in Number of collaboration with the Department exhibitions of Basic Education organised and held Facilitate youth sports development. Organising of the Easter Tournament Intergration with the Mayors Organise and Support Easter Tournament All Comm.Serv ELM,DoE,DoH,S ocdev All Comm.Serv Intergratio n with the Comm.Serv Mayors Cup None 7 Comm.Serv None Intergration with the Mayors Cup Organise and Support Easter Tournament Intergration with the Mayors Cup Organise and Support Easter Tournament Intergration with the Mayors Cup Organise and Support Easter Tournament Intergration with the Mayors Cup Organise and Support Easter Tournament Intergration with the Mayors Cup Organise and Support Easter Tournament ELM,DoE, DSRAC,WSU,KS D FET, King Hintsa FET Intergration with the Mayors ELM/DSRAC Cup Organise and Support Easter Tournament Internal 109

110 KPA 3: Social and Community Development Strategic Objective Key Focus Area (KFA) Description of Capital Projects, Programmes and Activities To facilitate social and community development Key Perfomance Indicators (KPI's) Wards Department Annual Baseline Targets 5 Year Target 13/14 14/15 15/16 16/17 17/18 Delivery: Internal/Exter nal KFA 19:Special Programmes (Gender, Elderly, Youth, Disabled) KFA 19:Special Programmes (Gender, Elderly, Youth, Disabled) KFA 19:Special Programmes (Gender, Elderly, Youth, Disabled) KFA 19:Special Programmes (Gender, Elderly, Youth, Disabled) KFA 19:Special Programmes (Gender, Elderly, Youth, Disabled) Facilitate capacity building programmes Facilitate means of ensuring safety and security of vulnerable groups. Establishment of Women's Forum at ward level Facilitate establishment of income generating projects Provide temporal relief to women headed households No of capacity building programmes on all designated groups Liase with Socdev, SAPS, DoH,DoE Number of forums established & functioning Number of income generating & sustainable projects established Establish projects targeting women headed households All Comm.Serv Internal All Comm.Serv Internal 1,2,3,4,5,7,8,9,10,11, 12,13,14,1 5,16,20 None 100% 100% 100% 100% 100% 100% Internal All Comm.Serv All Comm.Serv ELM/SOCDEV/R DLR/CHDM/ND A/DRDAR ELM/SOCDEV/R DLR/CHDM/ND A/DRDAR 110

111 KPA 3: Social and Community Development Strategic Objective Key Focus Area (KFA) Description of Capital Projects, Programmes and Activities To facilitate social and community development Key Perfomance Indicators (KPI's) Wards Department Annual Baseline Targets 5 Year Target 13/14 14/15 15/16 16/17 17/18 Delivery: Internal/Exter nal KFA 19:Special Programmes (Gender, Elderly, Youth, Disabled) KFA 19:Special Programmes (Gender, Elderly, Youth, Disabled) KFA 19:Special Programmes (Gender, Elderly, Youth, Disabled) Facilitate victim empowerment programmes to abused women. Facilitate counselling and support for abused women Coordination of support structures for testing & administration of Nevarapine, llaw enforcement, trauma counselling and intergration & support of rape victims No. of campaings held against women abuse All Comm.Serv ELM/SOCDEV/S 20 APS/DoH/Dept. of Women Scaling up of counselling & support for abused women Coordinated support structures for testing & administration of Nevarapine, law enforcement, trauma counselling and intergration & support of rape victims All All Comm.Serv Comm.Serv None None Scaling up of counselling & support for abused women Coordinated support structures for testing & administration of Nevarapine, law enforcement, trauma counselling and intergration & support of rape victims Scaling up of counselling & support for abused women Coordinated support structures for testing & administration of Nevarapine, law enforcement, trauma counselling and intergration & support of rape victims Scaling up of counselling & support for abused women Coordinated support structures for testing & administration of Nevarapine, law enforcement, trauma counselling and intergration & support of rape victims Scaling up of counselling & support for abused women Coordinated support structures for testing & administration of Nevarapine, law enforcement, trauma counselling and intergration & support of rape victims Scaling up of counselling & support for abused women Coordinated support structures for testing & administration of Nevarapine, law enforcement, trauma counselling and intergration & support of rape victims Scaling up of counselling & support for abused women ELM/SOCDEV/S APS/Dept. of Women Coordinated ELM, support SAPS,DoH,Socd structures for ev, DoE testing & administration of Nevarapine, law enforcement, trauma counselling and intergration & support of rape victims KFA 19:Special Programmes (Gender, Elderly, Youth, Disabled) Establishment of Disability Councils at ward level Number of councils established 1,2,3,4,5,7,8,9,10,11, Comm.Serv 12,13,14,1 None 100% 100% 100% 100% 100% 100% Internal 5,16,20 111

112 KPA 3: Social and Community Development Strategic Objective Key Focus Area (KFA) Description of Capital Projects, Programmes and Activities To facilitate social and community development Key Perfomance Indicators (KPI's) Wards Department Annual Baseline Targets 5 Year Target 13/14 14/15 15/16 16/17 17/18 Delivery: Internal/Exter nal KFA 19:Special Programmes (Gender, Elderly, Youth, Disabled) KFA 19:Special Programmes (Gender, Elderly, Youth, Disabled) KFA 19:Special Programmes (Gender, Elderly, Youth, Disabled) KFA 19:Special Programmes (Gender, Elderly, Youth, Disabled) Disaility Awareness Campaigns Mainstreaming of disbled people. Provide temporal relief to child headed households Facilitate children specific programmes Number of campaigns organised Mainstreaming Strategy developed Facilitate and organise relief mechanisms for child headed households Organise early childhood development programmes All Comm.Serv None 100% 100% 100% 100% 100% 100% Internal All Comm.Serv None All Comm.Serv None All Comm.Serv None Approved Mainstreaming Strategy Relief Support provided to child headed households ECD programmes at ward level Approved Mainstreaming Strategy Relief Support provided to child headed households Approved Mainstreaming Strategy Relief Support provided to child headed households Approved Mainstreaming Strategy Relief Support provided to child headed households ECD ECD ECD programmes at programmes at programmes at ward level ward level ward level Approved Mainstreaming Strategy Relief Support provided to child headed households ECD programmes at ward level Approved Mainstreaming Strategy Relief Support provided to child headed households ECD programmes at ward level Internal Internal ELM/DSRAC/Do E/Dept. of Women 112

113 KPA 3: Social and Community Development Strategic Objective Key Focus Area (KFA) Description of Capital Projects, Programmes and Activities To facilitate social and community development Key Perfomance Indicators (KPI's) Wards Department Annual Baseline Targets 5 Year Target 13/14 14/15 15/16 16/17 17/18 Delivery: Internal/Exter nal KFA 19:Special Programmes (Gender, Elderly, Youth, Disabled) KFA 19:Special Programmes (Gender, Elderly, Youth, Disabled) KFA 20: Childcare Facilities (ECD) Establishment of Older Persons Forums at ward level Establishment of elderly day care centres at ward level Establishment of early childwood development centres at ward level Number of forums established & functioning Liase with DSRAC for ECD programmes Liase with DSRAC for ECD programmes 1,2,3,4,5,7,8,9,10,11, Comm.Serv 12,13,14,1 None 100% 100% 100% 100% 100% 100% Internal 5,16,20 All Comm.Serv None All Comm.Serv None ECD programmes at ward level ECD facilities at ward level ECD ECD ECD programmes at programmes at programmes at ward level ward level ward level ECD facilities at ward level ECD facilities at ward level ECD facilities at ward level ECD programmes at ward level ECD facilities at ward level ECD programmes at ward level ECD facilities at ward level ELM/DSRAC/Do E/Dept. of Women ELM/DSRAC/Do E/Dept. of Women 113

114 KPA 4: Institutional Transformation. 114

115 KPA 4: Institutional Transformation Strategic Objective Key Focus Area (KFA) Description of Capital Projects, Programmes and Activities To ensure Institutional Transformation Key Perfomance Indicators (KPI's) Targets Department 5 Year Target 13/14 14/15 15/16 16/17 17/18 Delivery: Internal/Ext ernal Funding Source KFA 21: Organizational Structure Review of the organisational structure Revised org. structured discussed internally & approved by Council Corp.Serv Internal Opex KFA 21: Organizational Structure KFA 21: Organizational Structure KFA 21: Organizational Structure Additional staff recruitment and vetting Implementation of the HR Plan Conducting of job evaluation % of vacancies filled & % of new staff vetted. Approved HR Plan implmented % of jobs evaluated across all levels Corp.Serv All new employeesall new employees All new employees All new employees All new employees All new employees Internal Opex Corp.Serv None Approved HR Plan implmented Corp.Serv None % of jobs evaluated across all levels Approved HR Plan reviewed & implmented % of jobs evaluated across all levels Approved HR Plan reviewed & implmented % of jobs evaluated across all levels Approved HR Plan reviewed & implmented % of jobs evaluated across all levels Approved HR Plan reviewed & implmented % of jobs evaluated across all levels Internal Internal Opex Opex 115

116 KFA 21: Organizational Structure KFA 22: Human Capital Development KFA 22: Human Capital Development Review of Employment Equity Plan Development of a training plan Identification of internal staff for career advancement Reviewed and approved EEP Developed & approved training plan % of junior staff members ungergoing continuous proffessional & workplace development Corp.Serv Corp.Serv Corp.Serv None None None Reviewed EEP Reviewed EEP Reviewed EEP Reviewed EEP Reviewed EEP Reviewed Training Plan % of junior staff members ungergoing continuous proffessional & workplace development Reviewed Training Plan % of junior staff members ungergoing continuous proffessional & workplace development Reviewed Training Plan % of junior staff members ungergoing continuous proffessional & workplace development Reviewed Training Plan % of junior staff members ungergoing continuous proffessional & workplace development Reviewed Training Plan % of junior staff members ungergoing continuous proffessional & workplace development Internal Internal Internal Opex Opex Opex/LGSETA KFA 22: Human Capital Development Developed & Develop a Succession Papproved succession plan Corp.Serv None Reviewed succession plan Reviewed succession plan Reviewed succession plan Reviewed succession plan Reviewed succession plan Internal Opex/LGSETA 116

117 KFA 22: Human Capital Development KFA 22: Human Capital Development KFA 22: Human Capital Development KFA 22: Human Capital Development KFA 22: Human Capital Development Conduct staff training and development for staff, counsillors & ward committees Number of staff,counsillors & ward committee members identified for training & trained Skills audit plan Conduct skills audit developed & implemented Regular Induction of all Councillors & Number of meetings employees, on held with employees benefits and & employees collective agreements Proper implementation of SALGBC Collective Agreements Monthly sitting of the LLF Proper implementation of SALGBC Collective Agreements Register and minutes of LLF meetings Corp.Serv 100% 100% 100% 100% 100% 100% Internal Opex/LGSETA Corp.Serv Internal Opex Corp.Serv Internal Opex Corp.Serv Proper implementation of SALGBC Collective Agreements Proper Proper implementation of SALGBC Collective Agreements implementation of SALGBC Collective Agreements Proper implementation of SALGBC Collective Agreements Proper implementation of SALGBC Collective Agreements Proper implementation of SALGBC Collective Agreements Corp.Serv Internal Opex Internal Opex 117

118 KFA 22: Human Capital Development KFA 22: Human Capital Development Implementation of all labour related legislation Reduction on actions resulting from noncompliance with labour legislation Provide Employee Assistance % of employees Programme & HIV/ under EAP & results AIDS in the workplace thereafter. Corp.Serv Corp.Serv Reduction on actions resulting from noncompliance with labour legislation % of employees under EAP & results thereafter. Reduction on actions resulting from noncompliance with labour legislation % of employees under EAP & results thereafter. Reduction on actions resulting from noncompliance with labour legislation % of employees under EAP & results thereafter. Reduction on actions resulting from noncompliance with labour legislation % of employees under EAP & results thereafter. Reduction on actions resulting from noncompliance with labour legislation % of employees under EAP & results thereafter. Reduction on actions resulting from noncompliance with labour legislation % of employees under EAP & results thereafter. Internal Internal Opex Opex KFA 22: Human Capital Development KFA 22: Human Capital Development Establishment and Training of Occupational Health & Safety Committee Development of OHS and EAP Policies Health & Safety Committee established OHS & EAP Policy developed & approved by Council Corp.Serv Corp.Serv Health & Safety Committee established Reviewed OHS & EAP Policy Health & Safety Committee established Reviewed OHS & EAP Policy Health & Safety Committee established Reviewed OHS & EAP Policy Health & Safety Committee established Reviewed OHS & EAP Policy Health & Safety Committee established Reviewed OHS & EAP Policy Health & Safety Committee established Reviewed OHS & EAP Policy Internal Internal Opex Opex KFA 23: Programme and Conduct employee Project satisfaction survey Management Levels of employee satisfaction measured in a systematic manner & recorded accordingly Corp.Serv Levels of employee satisfaction measured in a systematic manner & recorded accordingly Levels of employee satisfaction measured in a systematic manner & recorded accordingly Levels of employee satisfaction measured in a systematic manner & recorded accordingly Levels of employee satisfaction measured in a systematic manner & recorded accordingly Levels of employee satisfaction measured in a systematic manner & recorded accordingly Levels of employee satisfaction measured in a systematic manner & recorded accordingly Internal Opex 118

119 KFA 23: Programme and Project Management KFA 24: Perfomance Management KFA 24: Perfomance Management KFA 24: Perfomance Management KFA 24: Perfomance Management Develop an EPWP Strategy Development of Perfomance Management System Cascading of perfomance management for positions below S56 Develop perfomance plans and conduct perfomance assesements EPWP Policy developed & approved by Council Approved PMS Policy % of Departmental Cascading % of employees with perfomance plans assessed Alignment of Scorecard & SDBIP Scorecards and SDBIP aligned to IDP Corp.Serv Corp.Serv Reviewed EPWP Policy Approved PMS Policy Reviewed EPWP Policy Approved PMS Policy Reviewed EPWP Policy Approved PMS Policy Reviewed EPWP Policy Approved PMS Policy Reviewed EPWP Policy Approved PMS Policy Reviewed EPWP Policy Approved PMS Policy Internal Internal Corp.Serv Internal Opex Corp.Serv 100% 100% 100% 100% 100% 100% Internal Opex Corp.Serv Scorecard & SDBIP aligned to IDP Scorecard & SDBIP aligned to IDP Scorecard & SDBIP aligned to IDP Scorecard & SDBIP aligned to IDP Scorecard & SDBIP aligned to IDP Scorecard & SDBIP aligned to IDP Internal Opex Opex Opex 119

120 KFA 24: Perfomance Management KFA 24: Perfomance Management Submission of Monthly, quarterly, Mid and annual reports Conduct Mid - term and Annual Assessments Monthly reports submitted to relevant committees at predetermined dates Peformance assesements carried out mid-term & annually Corp.Serv Corp.Serv Monthly reports submitted to relevant committees at predetermined dates Peformance assesements carried out midterm & annually Monthly reports submitted to relevant committees at predetermined dates Peformance assesements carried out midterm & annually Monthly reports submitted to relevant committees at predetermined dates Peformance assesements carried out midterm & annually Monthly reports submitted to relevant committees at predetermined dates Peformance assesements carried out midterm & annually Monthly reports submitted to relevant committees at predetermined dates Peformance assesements carried out mid-term & annually Monthly reports submitted to relevant committees at predetermined dates Peformance assesements carried out midterm & annually Internal Internal Opex Opex KFA 25: Systems and Technology Development Implementation of System Audit Recommendations System Audit Findings & Recommendations Corp.Serv Internal Opex KFA 25: Systems and Technology Development KFA 25: Systems and Technology Development Capacitate IT Personnel according to Skills needs analysis Procurement of Disaster Recovery Tools % of IT personnel sent to continuing proffessional development programs Disaster recovery tools procured & deployed Corp.Serv Corp.Serv % of IT personnel sent to continuing proffessional development programs Disaster recovery tools procured & deployed % of IT personnel sent to continuing proffessional development programs Disaster recovery tools procured & deployed % of IT personnel sent to continuing proffessional development programs Disaster recovery tools procured & deployed % of IT personnel sent to continuing proffessional development programs Disaster recovery tools procured & deployed % of IT personnel sent to continuing proffessional development programs Disaster recovery tools procured & deployed % of IT personnel sent to continuing proffessional ELM/LGSETA development programs Disaster recovery tools procured & deployed Internal ELM/LGSETA Opex 120

121 KFA 26: Processes and Procedures Reviewal of existing policies All outdated polcies reviewed before the end of the financial year Corp.Serv All outdated policies reviewed before the end of the financial year All outdated policies reviewed before the end of the financial year All outdated policies reviewed before the end of the financial year All outdated policies reviewed before the end of the financial year All outdated policies reviewed before the end of the financial year All outdated policies reviewed before the end of the financial year Internal Opex KFA 26: Processes and Procedures Develop New Policies List of policies developed & approved by Council Corp.Serv Review of approved polcies Review of approved polcies Review of approved polcies Review of approved polcies Review of approved polcies Review of approved polcies Internal Opex KFA 27: Municipal Facilities KFA 28: Equipment and Fleet Management Procurement of Office Furniture and Equipment procured Working tools & installed/distribute d to employees for operational efficiency Development of Equipment & Fleet Management Plan Equipment & Fleet Management Plan developed & approved by Council Corp.Serv Corp.Serv Equipment procured & installed/distrib uted to employees for operational efficiency Review Equipment & Fleet Management Plan Equipment procured & installed/distribu ted to employees for operational efficiency Equipment procured & installed/distribute d to employees for operational efficiency Review Equipment Review Equipment & Fleet & Fleet Management Plan Management Plan Equipment procured & installed/distribute d to employees for operational efficiency Review Equipment & Fleet Management Plan Equipment procured & installed/distributed to employees for operational efficiency Review Equipment & Fleet Management Plan Equipment procured & installed/distribu Internal ted to employees for operational efficiency Review Equipment & Fleet Internal Management Plan Opex Opex 121

122 KPA 5: Financial Sustainability Strategic Objective Key Focus Area To ensure financial sustainability Description of Capital Projects, Programmes and Activities Key Perfomance Indicators (KPI's) Annual Baseline 5 Year Target 13/14 14/15 15/16 16/17 17/18 Delivery: Funding Internal/ Source External KFA 29: Capital Expenditure Prudent infrastructure capital budget expendiuture % spent of approved capital budget v.s. actual expenditure 100% 100% 100% 100% 100% 100% 100% Internal Opex KFA 29: Capital Expenditure KFA 29: Capital Expenditure KFA 29: Capital Expenditure Capital budget expenditure Departmental Capital Projects IDP/SDBIP Approved Capital Projects completed % of actual capex vs. budgeted capex % of departmental capital budget spent % of IDP/SDBIP Approved Capital Projects completed 100% 100% 100% 100% 100% 100% 100% Internal Opex 100% 100% 100% 100% 100% 100% 100% Internal Opex 100% 100% 100% 100% 100% 100% 100% Internal Opex 122

123 KFA 30: Expenditure and Cost Management KFA 30: Expenditure and Cost Management KFA 30: Expenditure and Cost Management Management of Purchase Requisitions & Purchase Orders Irregular Expenditure Finance & SCM Process Deviations The requisition should be accompanied by the letter detailing the need signed by the manager. All Heads of Department should be held accountable for irregullar expenditure committed by their departments Register & supporting documents for deviations should be submitted to Municipal Manager None None None None None None Number Number requisitions requisitions v.s. v.s. purchase purchase orders orders All Heads of Department should be held accountable for irregullar expenditure committed by their departments Register & supporting documents for deviations should be submitted to Municipal Manager All Heads of Department should be held accountable for irregullar expenditure committed by their departments Register & supporting documents for deviations should be submitted to Municipal Manager Number requisitions v.s. purchase orders All Heads of Department should be held accountable for irregullar expenditure committed by their departments Register & supporting documents for deviations should be submitted to Municipal Manager Number Number requisitions v.s. requisitions v.s. Internal purchase orders purchase orders All Heads of Department should be held accountable for irregullar expenditure committed by their departments Register & supporting documents for deviations should be submitted to Municipal Manager All Heads of Department should be held accountable for irregullar expenditure committed by their departments Register & supporting documents for deviations should be submitted to Municipal Manager Internal Internal Opex Opex Opex KFA 30: Expenditure and Cost Management KFA 30: Expenditure and Cost Management Infrastructure maintanance budget espenditure Cash Management Plan % spent on approved Infrastructure maintanance budget Development of a cash management plan for Council approval 100% 100% 100% 100% 100% 100% 100% Internal Opex None None Cash management plan approved by Council Cash management plan approved by Council Cash Cash management management plan approved by plan approved Council by Council Cash management plan approved by Council Internal Opex 123

124 KFA 31: Revenue Management KFA 31: Revenue Management KFA 31: Revenue Management KFA 31: Revenue Management KFA 31: Revenue Management Charging of interest on long outstanding debtors. Employment of Permanent Debt collector Identification of debtors through door to door visits Introduce once-off discounts certain debt categories. Number of long ouststanding debtors handed over for collection vs. debts collected Position advertised and filled No. of debtors vs debtors paid Number of discounts offered vs debts collected Debtors Policy Review policy on debtor Reviewed 80% 80% 80% 80% 80% 80% 80% Internal Opex Internal Opex 80% 80% 80% 80% 80% 80% 80% Internal Opex 80% 80% 80% 80% 80% 80% 80% Internal Opex None None Reviewed Debtors Policy approved by Council Reviewed Debtors Policy approved by Council Reviewed Debtors Policy approved by Council Reviewed Debtors Policy approved by Council Reviewed Debtors Policy approved by Council Internal Opex 124

125 KFA 31: Revenue Management KFA 31: Revenue Management Conduct meter audit for appropriate billing and water loss % of meters audited 100% 100% 100% 100% 100% 100% 100% Internal Opex control. Implemantation of a system and controls to ensure that all trafic fines issued are collected. Number of traffic fines issued and % collected 100% 100% 100% 100% 100% 100% 100% Internal Opex KFA 31: Revenue Management Introduce and conduct daily reconciliation of traffic fines Number of traffic fines issued and reconciled 100% 100% 100% 100% 100% 100% 100% Internal Opex KFA 31: Revenue Management KFA 31: Revenue Management Apply for electricity distribution licence Business cased prepared and submited to Nersa/DoE Renovate Transido so Scope of work and that the municipality costing for can start charging rent renovations Pending DoE/Nersa outcome None Pending DoE/Nersa outcome None Pending DoE/Nersa outcome Scope of work and costing for renovations Pending DoE/Nersa outcome Scope of work and costing for renovations Pending DoE/Nersa outcome Fundraising & construction Pending DoE/Nersa outcome Fundraising & construction Pending DoE/Nersa outcome Operate & maintain Internal Internal Opex Opex 125

126 KFA 31: Revenue Management Revise pound fees and ensure proper collection Pound fees revised None None Revised pound fee structure approved by Council Revised pound fee structure approved by Council Revised pound fee structure approved by Council Revised pound fee structure approved by Council Revised pound fee structure approved by Council Internal Opex KFA 31: Revenue Management Build municipal housing to generate revenue Planning, designs, approval & registration with MIG None None Building plans approved by Council Project registerd with MIG Fundraising & construction Fundraising & construction Operate & maintain Internal Opex KFA 31: Revenue Management KFA 31: Revenue Management Apply for higher grading of our testing ground. Application for higher grading prepared & submitted Parking meters should be introduced Introduction of CBD Parand there should be a proper plan in place. None None None None Due dilligence & approval/declin e for higher grading Due dilligence & approval/decli ne for higher grading Feasibility Feasibility Study Study & & Business Plan Business Plan Development Development Due dilligence & approval/decline for higher grading Fundraising & instalation Implementation, management & maintanance Implementation, management & maintanance Implementation, management & maintanance Implementation, management & maintanance Internal Internal Opex Opex KFA 31: Revenue Management Identification of an Open Parking Space Open parking space (s) identified at Engcobo None None Feasibility Feasibility Study Study & & Business Plan Business Plan Development Development Fundraising & construction Fundraising & construction Fundraising & construction Internal Opex 126

127 KFA 31: Revenue Management KFA 31: Revenue Management KFA 31: Revenue Management KFA 31: Revenue Management Development of Revenue Strategy Indegent Policy Property valuations Rates (Tarrif & rates) Revenue Enhancement Strategy develped Monthly subsidies to indigents None None Revenue Enhancement Strategy approved by Council Revenue Enhancement Strategy implemented & reviewed Revenue Enhancement Strategy implemented & reviewed Revenue Enhancement Strategy implemented & reviewed Revenue Enhancement Strategy implemented & reviewed Internal Internal Opex Conduct General Valuations on Properties(MPRA implementation) Internal Opex Review tarrifs and rates Internal Opex Opex KFA 32: Supply Chain Management Review of SCM Policy SCM Policy fully reviewed & aligned None None Reviewed SCM Policy implemented Reviewed SCM Policy implemented Reviewed SCM Policy implemented Reviewed SCM Policy implemented Reviewed SCM Policy implemented Internal Opex 127

128 KFA 32: Supply Chain Management Development of SCM Policies, Procedures and Tools SCM Processes & Procedures developed None None New SCM Processes & Procedures implemented New SCM Processes & Procedures implemented New SCM Processes & Procedures implemented New SCM Processes & Procedures implemented New SCM Processes & Procedures implemented Internal Opex KFA 32: Supply Chain Management Training of municipal officials on SCM policy & procedures Number of Municipal officials trained for better understanding & implementation of SCM Policy All S56 Managers & Assistant Managers All S56 Managers & Assistant Managers All S56 Managers & Assistant Managers All S56 Managers & Assistant Managers All S56 Managers & Assistant Managers All S56 Managers & Assistant Managers All S56 Managers & Assistant Managers Internal Opex KFA 32: Supply Chain Management KFA 32: Supply Chain Management Capacity building within SCM Unit Implementation of a Contract Management Register Develop on operational structure for SCM Maintaining of a Contract Management Register None None Operational structure aligned with organogram None None Up-to-date and maintained contract management register Organogram approved by Council & Implemented Up-to-date and maintained contract management register Organogram approved by Council & Implemented Up-to-date and maintained contract management register Organogram approved by Council & Implemented Up-to-date and maintained contract management register Organogram approved by Council & Implemented Up-to-date and maintained contract management register Internal Internal Opex Opex 128

129 KFA 32: Supply Chain Management KFA 32: Supply Chain Management SCM turnaround time SCM turnaround time SCM turnaroun d within 30 days Annual Procurement Plans Develop departmental APP's SCM turnaround within 30 days SCM turnaround within 30 days SCM turnaround within 30 days SCM turnaround within 30 days SCM turnaround within 30 days SCM turnaround within 30 days Internal Internal Opex Opex KFA 32: Supply Chain Management Supplier database Development and maintenance of a supplier database Internal Opex 129

130 KFA 33: Asset Management KFA 33: Asset Management KFA 33: Asset Management KFA 33: Asset Management Appoint a ward committee member that will be responsible for a hall who will work hand in had with the official from the municipality Movable assets for community hall should be hired out. Maintanance plan should be developed. Review asset register to ensure that all assets are insured. Ward Committee member appointed Inventory of municipal assets and rates Asset Maintainance Plan developed Reviewed asset register None None Ward committee member assigned to ward based assets Ward committee member assigned to ward based assets Ward committee Ward member assigned committee to ward based member assets assigned to ward based assets Ward committee member assigned to ward based assets Internal 100% 100% 100% 100% 100% 100% 100% Internal Opex None None Asset Maintance Plan approved & implemented Asset Maintance Plan approved & implemented None None Reviewed Asset Register presented to Reviewed Asset Register presented to Audit Committee Audit & AG Committee & AG Asset Maintance Plan approved & implemented Reviewed Asset Register presented to Audit Committee & AG Asset Maintance Plan approved & implemented Reviewed Asset Register presented to Audit Committee & AG Asset Internal Maintance Plan approved & implemented Reviewed Asset Internal Register presented to Audit Committee & AG Opex Opex Opex 130

131 KFA 34:Financial Reporting KFA 34:Financial Reporting KFA 34:Financial Reporting KFA 34:Financial Reporting KFA 34:Financial Reporting Prepare monthly management accounts with analysis. Conduct month-end procedures monthly and run a trial balance. Conduct monthly bank reconciliations Clean audit action plan Section 71 Reports Management accounts prepared and subitted to EXCO Trial Balance drawn monthly and presented with management accounts All bank accounts reconciled monthly Approved clean audit action plan Preparation and submission of S71 reports Internal Opex Internal Opex Internal Opex Reviewed Clean Audit Action Plan Reviewed Clean Audit Action Plan Reviewed Clean Audit Action Plan Reviewed Clean Audit Action Plan Reviewed Clean Reviewed Clean Audit Action Audit Action Plan Plan Reviewed Clean Audit Action Plan Internal Internal Opex Opex 131

132 KFA 34:Financial Reporting Annual Financial Statements Preparation and submission od AFS the AG Internal Opex KFA 34:Financial Reporting Audit Action Plan Facilitate the Implementation of the Action Plan developed for the 2011/12 audit report Internal Opex KFA 34:Financial Reporting KFA 34:Financial Reporting Capturing of opening balances Capturing of budget figures Capture opening balances for the 2013/14 financial year Capture the budget figures for 2013/14 on evinus Once-off Once-off Once-off Once-off Once-off Once-off Once-off Internal Opex Once-off Once-off Once-off Once-off Once-off Once-off Once-off Internal Opex KFA 35: Budgeting Alignment between budget and IDP % IDP alignment 100% 100% 100% 100% 100% 100% 100% Internal Opex 132

133 KFA 35: Budgeting KFA 35: Budgeting KFA 35: Budgeting KFA 35: Budgeting KFA 35: Budgeting Implement monthly Internal Opex budget reports. Number of reports Conduct workshop for Workshop attended officers how by all S56 Managers expenditure is Internal Opex & Assistant allocated to the Managers/Officers budget. Involve all internal stakeholders in the budget process Ensure that budget is aligned to KPA's and KFA's. Tabling to council Proof of meetings of stakeholders for budgeting process Golden trend between IDP, Budget, KPA's & KFA's, SDBIP's To develop a Budget and IDP process plan in line with MFMA requirements. Golden trend between IDP, Budget, KPA's & KFA's, SDBIP's Internal Opex Golden trend between IDP, Budget, KPA's & KFA's, SDBIP's Golden trend between IDP, Budget, KPA's & KFA's, SDBIP's Golden trend between IDP, Budget, KPA's & KFA's, SDBIP's Golden trend between IDP, Budget, KPA's & KFA's, SDBIP's Golden trend between IDP, Budget, KPA's & KFA's, SDBIP's Golden trend between IDP, Budget, KPA's & KFA's, SDBIP's Internal Internal Opex Opex 133

134 KFA 35: Budgeting KFA 35: Budgeting KFA 35: Budgeting KFA 35: Budgeting KFA 36: Funding KFA 36: Funding Council approved Adjustments Budget Council approval of policies Tabling to council by 31 March 2013 Approval by council by 31 May 2013 Compilation of an Adjustments Budget. Ensure the Review of Budget Related Policies in preparation for the next years budget. Compilation of the Draft Budget for 2013/16 MTEF period. Submission of final budget for 2013/16 MTEF period for approval by council. Funding Plan Funding Plan None None Cost coverage Maintain an acceptable ratio Internal Opex Once-off Once-off Once-off Once-off Once-off Once-off Once-off Internal Opex Internal Opex Once-off Once-off Once-off Once-off Once-off Once-off Once-off Internal Opex Reviewed Funding Plan approved by Council Reviewed Funding Plan approved by Council Reviewed Funding Plan approved by Council Reviewed Funding Plan approved by Council Reviewed Funding Plan approved by Council Internal Ratio 2:1 Ratio 2:1 Ratio 2:1 Ratio 2:1 Ratio 2:1 Ratio 2:1 Ratio 2:1 Internal Opex Opex 134

135 KPA 6: Physical Infrastructure and Energy. 135

136 KPA 6: Physical Infrastructure and Energy Efficiency Strategic Objective To ensure appropriately serviced, well maintained infrastructure and efficient use of energy Targets Delivery: Internal/ External Funding Source Key Focus Area (KFA) Description of Capital Key Perfomance Projects, Programmes Indicators (KPI's) and Activities Wards Department 5 Year Target 13/14 14/15 15/16 16/17 17/18 KFA 38: Electricity Infrastructure Rural Electrification Project (Komkhulu, Number of households Silevini, Mageza, supplied with electricity Thafeni) 6 Infrastructure 384 Households supplied with electricity 384 Households supplied with electricity 384 Households supplied with electricity Preventative maintanance Preventative maintanance Preventative maintanance External Dept. of Energy KFA 38: Electricity Infrastructure KFA 38: Electricity Infrastructure Rural Electrification Project Number of households supplied with electricity (Cobosi, Gotyibeni) Number of households Rural Electrification supplied with electricity Project-Lower Qebe (Lower Qebe, New Rest) 4 Infrastructure 13 Infrastructure 450 Households supplied with electricity 228 Households supplied with electricity 450 Households supplied with electricity 228 Households supplied with electricity 450 Households supplied with electricity 228 Households supplied with electricity Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance External External Dept. of Energy Dept. of Energy 136

137 KFA 38: Electricity Infrastructure Rural Electrification Project-Luhewini Number of households supplied with electricity (Luhewini) 5 Infrastructure 140 Households supplied with electricity 140 Households supplied with electricity 140 Households supplied with electricity Preventative maintanance Preventative maintanance Preventative maintanance External Dept. of Energy KFA 38: Electricity Infrastructure Rural Electrification Project (Lower Gqaga, Upper Gqaga, Ndlunkulu, Mkhonkotho. Mmangeni, Mgudu) Number of households supplied with electricity (Mkhonkotho) 19 Infrastructure 100 Households supplied with electricity 100 Households supplied with electricity 100 Households supplied with electricity Preventative maintanance Preventative maintanance Preventative maintanance External Dept. of Energy KFA 38: Electricity Infrastructure KFA 38: Electricity Infrastructure Rural Electrification Number of households Project (Sinqumeni) supplied with electricity Msawawa High Mast Number of high master lights installed & functioning 20 Infrastructure 11 Infrastructure 529 Households supplied with electricity 3 functioning high mast lights 529 Households supplied with electricity 3 functioning high mast lights 529 Households supplied with electricity 3 functioning high mast lights Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance External Dept. of Energy ELM/MISA MIG 137

138 KFA 39: Roads and Stormwater Infrastructure KFA 39: Roads and Stormwater Infrastructure KFA 39: Roads and Stormwater Infrastructure KFA 39: Roads and Stormwater Infrastructure KFA 39: Roads and Stormwater Infrastructure Hala-Silindini access road Chibini-Lunda Access Road Mtwaza access road Ndulwini-hlaba access road Gqutyini-Zadungeni Numer of kilometers of road with acceptable gravel surface & associate works Numer of kilometers of road with acceptable gravel surface & associate works Numer of kilometers of road with acceptable gravel surface & associate works Numer of kilometers of road with acceptable gravel surface & associate works Numer of kilometers of road with acceptable gravel surface & associate works 13 Infrastructure 1 Infrastructure 13 Infrastructure 20 Infrastructure 4 KM gravel surface road 11 KM gravel surface road 5KM gravel surface road 4.5KM gravel surface road 4 KM gravel surface road 11 KM gravel surface road 5KM gravel surface road 4.5KM gravel surface road 4 KM gravel surface road 12 KM gravel surface road 5KM gravel surface road 4.5KM gravel surface road 12 Infrastructure None None None Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance ELM/MISA MIG ELM/MISA MIG ELM/MISA MIG ELM/MISA MIG ELM/MISA MIG 138

139 KFA 39: Roads and Stormwater Infrastructure KFA 39: Roads and Stormwater Infrastructure KFA 39: Roads and Stormwater Infrastructure KFA 39: Roads and Stormwater Infrastructure KFA 39: Roads and Stormwater Infrastructure Gqobonco-Majija- Fane Cottage Access road Clarkebury Access Gubenxa Access Road Mntintloni Access Road Numer of kilometers of road with acceptable gravel surface & associate works Numer of kilometers of road with acceptable gravel surface & associate works Numer of kilometers of road with acceptable gravel surface & associate works Numer of kilometers of road with acceptable gravel surface & associate works Numer of kilometers of road with acceptable gravel surface & associate works 18 Infrastructure 9 Infrastructure 16 Infrastructure 20 Infrastructure 12 Infrastructure 12 KM gravel surface road 1.5 KM gravel surface road 4.6 KM gravel surface road 4.5 KM gravel surface road 3 KM gravel surface road 12 KM gravel surface road 1.5 KM gravel surface road 4.6 KM gravel surface road 4.5 KM gravel surface road 3 KM gravel surface road None None None None None Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance ELM/MISA MIG ELM/MISA MIG ELM/MISA MIG ELM/MISA MIG ELM/MISA MIG 139

140 KFA 39: Roads and Stormwater Infrastructure KFA 39: Roads and Stormwater Infrastructure KFA 39: Roads and Stormwater Infrastructure KFA 39: Roads and Stormwater Infrastructure KFA 39: Roads and Stormwater Infrastructure KFA 39: Roads and Stormwater Infrastructure Sentube Access Road Masonwabe Access Road Chibini Access Road Ngcobo Street Upgrade Msingathi Clinic Access Road Lahlangubo- Mampingeni Access Road Numer of kilometers of road with acceptable gravel surface & associate works Numer of kilometers of road with acceptable gravel surface & associate works Numer of kilometers of road with acceptable gravel surface & associate works Numer of kilometers of road with acceptable bkack top surface & associate works Numer of kilometers of road with acceptable bkack top surface & associate works Numer of kilometers of road with acceptable bkack top surface & associate works 15 Infrastructure 11 Infrastructure 8 Infrastructure 11 Infrastructure 5 Infrastructure 8 Infrastructure 8.5 KM gravel surface road 5 KM gravel surface road 2 KM gravel surface road 1.2 KM blacktop surface road 2.5 KM gravel surface road 6 KM gravel surface road 8.5 KM gravel surface road 5 KM gravel surface road 2 KM gravel surface road 1.2 KM blacktop surface road 2.5 KM gravel surface road 6 KM gravel surface road None None None 1.2 KM blacktop surface road 2.5 KM gravel surface road 6 KM gravel surface road Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance ELM/MISA MIG ELM/MISA MIG ELM/MISA MIG ELM/MISA MIG ELM/MISA MIG ELM/MISA MIG 140

141 KFA 39: Roads and Stormwater Infrastructure KFA 39: Roads and Stormwater Infrastructure KFA 41: Landfill Sites Service Stations KFA 41: Landfill Sites Service Stations Ngwevana Access Road Paving project Maintanance and cleaning of Engcobo Dumping Site Sorting and recycling of solid (off-site recycling) Numer of kilometers of road with acceptable bkack top surface & associate works 2 Infrastructure 3.5 KM gravel surface road Number of square meters 200 square of paved surfaces 11 Infrastructure meters Dumping site operating to acceptable environmental standards 11 Infrastructure Waste sorted into different classes & recycled accordingly 11 Community Services Dumping site operating to acceptable environmental standards Waste sorted into different classes & recycled accordingly 3.5 KM gravel surface road 200 square meters Dumping site operating to acceptable environmental standards Waste sorted into different classes & recycled accordingly 3.5 KM gravel surface road 200 square meters Dumping site operating to acceptable environmental standards Waste sorted into different classes & recycled accordingly Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance ELM/MISA MIG ELM/MISA MIG ELM Capex ELM Capex KFA 41: Landfill Sites Service Stations Completion of building of a Guard House % of budget spent & percentage of actual progress 11 Infrastructure /Comm. Serv 100% 100% 100% Preventative maintanance Preventative maintanance Preventative maintanance ELM/MISA MIG 141

142 KFA 41: Landfill Sites Service Stations Licencing of Landfill Sites Landfill sites licenced by relevant authority 11 Community Services Site operating to licencing standards Site operating to licencing standards Site operating to licencing standards Preventative maintanance Preventative maintanance Preventative maintanance ELM DEA KFA 42:Local Ammenities and Public Facilities KFA 42:Local Ammenities and Public Facilities Maintainance of Town Hall and Indoor Sports Centre Ronovation of Esikobeni Hall Facilities maintained to acceptable operational standards % of budget spent & percentage of actual progress Infrastructure /Comm. Serv Infrastructure /Comm. Serv Facilities maintained to acceptable operational standards Facilities maintained to acceptable operational standards Facilities maintained to acceptable operational standards Preventative maintanance 100% 100% 100% Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance ELM Capex ELM/MISA MIG KFA 42:Local Ammenities and Public Facilities Ronovation of Bodini Hall % of budget spent & percentage of actual progress 11 Infrastructure /Comm. Serv 100% 100% 100% Preventative maintanance Preventative maintanance Preventative maintanance ELM/MISA MIG KFA 42:Local Ammenities and Public Facilities Continuous maintance of swimming pool KFA 42:Local Ammenities and Renovation of Public Facilities Ngcobo Stadium KFA 42:Local Ammenities and Commmunity Halls Public Facilities KFA 42:Local Ammenities and Ngcobo Sports Field Public Facilities Pool maintained to acceptable operational standards % of budget spent & percentage of actual progress % of budget spent & percentage of actual progress % of budget spent & percentage of actual progress Infrastructure /Comm. Serv Infrastructure /Comm. Serv Pool maintained to acceptable operational standards Pool maintained to acceptable operational standards Pool maintained to acceptable operational standards Preventative maintanance 100% 100% 100% Preventative maintanance 3 Infrastructure 100% 100% 100% Preventative maintanance 11 Infrastructure 100% 100% 100% Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance Preventative maintanance ELM Capex ELM/MISA MIG ELM/MISA MIG ELM/MISA MIG 142

143 KPA 7: Services and Customer Care. 143

144 KPA 7: Services and Customer Care Strategic Objective Key Focus Area (KFA) To provide sustainable and affordable services and effective customer care Description of Capital Projects, Programmes and Activities Key Perfomance Indicators (KPI's) Wards Department Annual Baseline Targets 5 Year Target 13/14 14/15 15/16 16/17 17/18 Delivery: Funding Internal/ Source External KFA 43: Water & Sanitation KFA 43: Water & Sanitation Reduction of water losses Blue Drop Certification Programme % reduction All Infrastructure 15% 15% 15% 15% 15% 15% 15% Internal Capex % reduction All Infrastructure 93% 93% 93% 93% 93% 93% 93% Internal Capex KFA 45: Cleansing and Waste Management Refuse removal Number of points Ngcobo town, Time Housing, Donnville, Extention 5 & 9, CommServ Internal Capex KFA 45: Cleansing and Waste Management Street cleaning Number of kilometres Ngcobo Town CommServ Internal Capex 144

145 KPA 7: Services and Customer Care Strategic Objective Key Focus Area (KFA) To provide sustainable and affordable services and effective customer care Description of Capital Projects, Programmes and Activities Key Perfomance Indicators (KPI's) Wards Department Annual Baseline Targets 5 Year Target 13/14 14/15 15/16 16/17 17/18 Delivery: Funding Internal/ Source External KFA 46: Customer Care KFA 47: Building Regulations and Municipal Planning Grievance Management Process Enforcement of by-laws Grievance Management Procedure Manual Enforcement of by-laws All All CorpServ CorpServ Grievance Grievance Management Management Procedure Procedure Manual Manual Enforcement of by-laws Enforcement of by-laws Grievance Management Procedure Manual Enforcement of by-laws Grievance Management Procedure Manual Enforcement of by-laws Grievance Management Procedure Manual Enforcement of by-laws Grievance Management Procedure Manual Enforcement of by-laws Grievance Management Procedure Manual Enforcement of by-laws Internal Internal Capex Capex 145

146 KPA 8: Economic Growth and Development. 146

147 KPA 8: Economic Growth and Development Strategic Objective Facilitation and support for creation of economic opportunities that create jobs and alleviate poverty within the Engcobo Munipal Area Delivery: Internal/ External Funding Source Key Focus Area (KFA) Description of Capital Projects, Programmes and Activities Key Perfomance Indicators (KPI's) Wards Department Annual Baseline 5 Year Target 13/14 14/15 15/16 16/17 17/18 Food Security KFA 48: Local Programme for Approved Food Economic agricultural Security Programme Development sector at Engcobo LM All IPED None Food Security Programme Developed & approved by Council Food Security Programme Developed & approved by Council Review Food Security Programme Review Food Security Programme Review Food Security Programme Review Food Security Programme ELM/RDLR/DEDEA/ Internal/Ex CHDM/ECRDA/DoA ternal RD KFA 48: Local Review LED Economic Strategy Development Reviewed LED Strategy All IPED None Reviewed LED Strategy adopted by Council Implement Reviewed LED reviewed LED Strategy adopted Strategy by Council implemented Implement reviewed LED Strategy implemented Implement reviewed LED Strategy implemented Implement reviewed LED Strategy implemented Internal/Ex ELM/DEDEA/CHDM/ ternal DPLGTA KFA 48: Local Small Town Economic Revitalization Development Programme Construction of the Big Rank 11 IPED/Infrast ructure None Construction of the Big Rank Construction of the Big Rank Construction of the Big Rank Operate & maintain Big Rank Operate & maintain Big Rank Operate & maintain Big Rank Internal/Ex MIG/DPLGTA/CHD ternal M/ELM KFA 48: Local Small Town Economic Revitalization Development Programme Engcobo Town Beatification 11 IPED/Infrast ructure None Engcobo Town Beatification Engcobo Town Beatification Engcobo Town Beatification Engcobo Town Beatification Maintain aesthetic look of the town Maintain aesthetic look of the town Internal/Ex MIG/DPLGTA/CHD ternal M/ELM 147

148 KFA 48: Local Small Town Economic Revitalization Development Programme Construction of the Relief Road IPED/Infrast ructure None Construction of Construction of the Relief Road the Relief Road Construction of the Relief Road Maintanance of the Relief Road Maintanance of the Relief Road Maintanance of the Relief Road Internal/Ex MIG/DPLGTA/CHD ternal M/ELM KFA 48: Local Socioeconomic Economic Analysis Development Engcobo Socioeconomic Analysis approved by Council All IPED None Economic analysis in line with LED Strategy Economic analysis in line with LED Strategy Continuos updating of datasets Continuos updating of datasets Continuos updating of datasets Continuos updating of datasets Internal/Ex ELM/STATSternal SA,DPLGTA KFA 48: Local Economic LED Strategy Development KFA 48: Local Socioeconomic Economic Status Database Development KFA 48: Local Economic LED Projects Development Number of stakeholders involved in reviewing LED Strategy Develop a socioeconomic database on the status of Engcobo economy Number of LED projects identified in line with LED Strategy and approved by EXCO/MayCo All IPED All IPED None None Develop & maintain socioeconomic database Review Socioeconomic Database Review Socioeconomic Database Review Socioeconomic Database Review Socioeconomic Database All IPED None ELM/CHDM/DPLGT Internal/Ex A/Business ternal Forum/Sector Depts. Internal/Ex ELM/STATSternal SA,DPLGTA/CHDM Internal/Ex ternal ELM/DRDAR/DEDEA /ECDC/CHDM/SEDA /ECRDA 148

149 KFA 48: Local Economic Crop production Development KFA 48: Local Economic Crop production Development Number of hactares cultivated for maize, soya beans & seasonal vegetables Number of hactares cultivated for maize, soya beans & seasonal vegetables 17 IPED 2500ha 2500ha 500ha 500ha 500ha 500ha 500ha 20 IPED 2500ha 2500ha 500ha 500ha 500ha 500ha 500ha Internal/Ex ELM/DRDAR/CHDM ternal /ECRDA/ECDC/CDC Internal/Ex ELM/DRDAR/CHDM ternal /ECRDA/ECDC/CDC KFA 48: Local Economic Mining Development Quarry development for crush stone 2,3,11,12. IPED None None Quarry business Quarry business case, licence case, licence None None None application, EIA, application, EIA, business plan business plan Internal/Ex ELM/DoE/DEA/CHD ternal M KFA 48: Local Biomass Economic Production Development Turnaround of the charcoal producing projects to become self-sustainable & financially viable 6 IPED None None Turnaround of the charcoal producing projects to become selfsustainable & Support & monitor charcoal projects Support & Support & monitor charcoal monitor projects charcoal projects Support & monitor charcoal projects Internal/Ex ELM/CHDM/ECDC/C ternal SIR KFA 48: Local Biomass Economic Production Development Turnaround of the Nursery Project to become selfsustainable & financially viable 7 IPED None None Turnaround of Support & the Nursery monitor the Project to Nursery Project become selfsustainable & financially viable Support & monitor the Nursery Project Support & monitor the Nursery Project Support & monitor the Nursery Project Internal/Ex ternal 149

150 KFA 48: Local Biomass Economic Production Development Production & processing of soya beans 17 IPED 500ha 2500ha 500ha 500ha 500ha 500ha 500ha Internal/Ex ELM/DRDAR/CHDM ternal /ECRDA/ECDC/CDC KFA 48: Local Economic Tourism Development Improvement of Heroe's Park, Interpretation Centre 11 IPED None None % of budget spent Operate & maintain Internal/Ex ELM/DSRAC/DEA/EC ternal DC/CHDM KFA 48: Local Economic Tourism Development Renovation of a monument and Chief Ngubengcuka's grave & upgrading of historical buildings 16 IPED None None Relocation & renovation of a monument and Chief Ngubengcuka's grave & upgrading of historical Relocation & renovation of a monument and Chief Ngubengcuka's grave & upgrading of historical Undertake preventative maintanance Undertake preventative maintanance Undertake preventative maintanance Internal/Ex ELM/CHDM/DEA/DS ternal RAC/ECTB KFA 48: Local Economic Tourism Development Operationalisation of the LTO 11 IPED None None Operationalisati on of the LTO Operationalisati on of the LTO Operationalisati on of the LTO Operationalisati on of the LTO Operationalisati on of the LTO Internal/Ex ELM/CHDM ternal KFA 48: Local Economic Tourism Development Establishment & construction of Qoba Game Reserve 7 IPED None None Establishment & construction of a game reserve Operate & maintain Operate & maintain Operate & maintain Operate & maintain Internal/Ex ELM/CHDM/DSRAC/ ternal ECTB/DoE/ECDC KFA 48: Local Economic Tourism Development Renaming & gazzetting of streets at Engcobo Town 11 IPED None None Renaming & gazzetting of streets at Engcobo Town Renaming & gazzetting of streets at Engcobo Town None None None Internal Opex 150

151 KFA 48: Local SMME Economic Development Development Identification of programmes & projects for SMME Development per ward All IPED Internal/Ex ELM/CHDM/SEDA/C ternal DC/DEDEA KFA 48: Local Livestock Economic Improvement Development Programme Breeding of high quality cross and pure-breed sheep 20 IPED None None Continuous monitoring & improvement of output Continuous monitoring & improvement of output Continuous monitoring & improvement of output Continuous monitoring & improvement of output Continuous monitoring & improvement of output Internal/Ex ELM/DRDAR/CHDM ternal /ECRDA/CDC KFA 48: Local Livestock Economic Improvement Development Programme Breeding of Nguni Cattle at Mjanyana 4 IPED None None Continuous monitoring & improvement of output Continuous monitoring & improvement of output Continuous monitoring & improvement of output Continuous monitoring & improvement of output Continuous monitoring & Internal/Ex improvement of ternal output KFA 49: Capacity Building KFA 49: Capacity Building Capacity Building Programmes Capacity Building Programmes Number of IPED employees Number of people capacitated at ward level All IPED/CorpSe rv All Internal/Ex ELM/CHDM/DPLGT ternal A Internal/Ex ternal 151

152 KFA 50: Rural Development Job Creation Programme KFA 50: Rural Development Establisment of Rural Development Forum Comprehensive KFA 50: Rural Rural Development Development Plan Number of reports on jobs created Number of meetings held by Rural Development Forum Approved Comprehensive Rural Development Plan All IPED All IPED All IPED Approved Comprehensive Draft Rural Rural Development Development Plan Plan Reviewed Rural Development Plan Reviewed Rural Development Plan Reviewed Rural Development Plan Reviewed Rural Development Plan Internal/Ex ELM/CHDM/Sector ternal Depts. Internal/Ex ternal ELM/DRDAR/CHDM /ECRDA/CDC Internal/Ex ELM/DRDAR/CHDM ternal /ECRDA/CDC 152

153 Municipal Budget summary (MTEF period) Description 2009/ / /12 Current Year 2012/13 R thousands Audited Outcome Audited Outcome Audited Outcome Original Budget Adjusted Budget Full Year Forecast Pre-audit outcome 2013/14 Medium Term Revenue & Expenditure Framework Budget Year 2013/14 Budget Year /15 Budget Year /16 Financial Performance Property rates Service charges Investment revenue ( Transfers recognised - operational ) Other own revenue (19 672) Total Revenue (excluding capital transfers and contributions) Employee costs Remuneration of councillors Depreciation & asset impairment ( ) ( ) Finance charges ( Materials and bulk purchases ) Transfers and grants ( Other expenditure ) Total Expenditure (21 938)

154 Surplus/(Deficit) Description 2009/ / /12 Current Year 2012/13 R thousands Transfers recognised - capital Audited Outcome (69 812) Audited Outcome (12 089) Audited Outcome (14 709) Original Budget (6 595) Contributions recognised - capital & contributed assets Surplus/(Deficit) after capital transfers & contributions Adjusted Budget Full Year Forecast (4 329) Pre-audit outcome 2013/14 Medium Term Revenue & Expenditure Framework Budget Year 2013/14 Budget Year /15 Budget Year /16 (5 717) 1 (1) Share of surplus/ (deficit) of associate Surplus/(Deficit) for the year Capital expenditure & funds sources 13 Capital expenditure 355 Transfers recognised - capital Public contributions & donations Borrowing Internally generated funds Total sources of capital funds Financial position Total current assets Total non current assets

155 Description 2009/ / /12 Current Year 2012/13 R thousands Audited Outcome Audited Outcome Audited Outcome Original Budget Adjusted Budget Full Year Forecast Pre-audit outcome 2013/14 Medium Term Revenue & Expenditure Framework Budget Year 2013/14 Budget Year /15 Budget Year / ( Total current liabilities ) Total non current liabilities Community wealth/equity Cash flows Net cash from (used) operating Net cash from (used) investing (14 737) (25 389) (29 006) ) (67 492) 116 ( (67 376) (67 376) (47 672) (50 103) (52 558) Net cash from (used) financing Cash/cash equivalents at the year end Cash backing/surplus reconciliation Cash and investments available 132 Application of cash and investments 237 Balance - surplus (shortfall) (45 917) (6 705) (1 567) (14 420) (15 155) (15 898) Asset management Asset register summary (WDV) Depreciation & asset impairment ( )

156 Description 2009/ / /12 Current Year 2012/13 R thousands Audited Outcome Audited Outcome Audited Outcome Original Budget Adjusted Budget Full Year Forecast Pre-audit outcome 2013/14 Medium Term Revenue & Expenditure Framework Budget Year 2013/14 Budget Year /15 Budget Year /16 Renewal of Existing Assets ( Repairs and Maintenance ) Free services Cost of Free Basic Services provided Revenue cost of free services provided Households below minimum service level Water: Sanitation/sewerage: Energy: Refuse:

157 5. CHAPTER 4: Financial Plan. 5.1 Operating management systems and processes At the moment the municipality does not have an adopted Performance Management System and is currently operation on a Performance Management Framework. The municipality has not been implementing the system effectively in that regular performance reviews as required by the PMS policy are not held and reporting is not fully complied with as per the legal requirement. The council intends to track progress in the implementation of its development goals and vision as outlined in the IDP and resourced through the approved Budget. A system of Delegation, with a Delegation Matrix, is in place and utilised in guiding how the transfer of authority from the Municipal Manager to a delegated official takes place. This allows for consistent oversight and decision making in the daily administration of the municipality. Financial accountability takes place through regular monthly reporting to Exco and treasury on budget performance, SCM processes and expenditure issues. 5.2 Skills Development, Training and capacity building Training and capacity building has a dedicated budget and is government through the adopted Workplace Skills Plan ( WSP ). This plan provides for identification, prioritization of skills development needs and relevant training or capacity building support required by both officials and councillors. Each manager is expected by the plan (WSP) to audit skills requirements in its areas of authority and formulate a proposal for training and capacity development for submission to the HR Manager who in turn is expected to draft an overall programme for training and capacity building then advise Council. 5.3 Transformation Goals The municipality has an Employment Equity plan drawn in line with the act. The plan provides for the tracking of council intensions for employment equity and reporting on performance against set targets. Currently, there is one out of 3 section 56 managers who is female. None is disabled. All are previously disadvantaged incumbents. The intention of the council is to utilise the human resource recruitment vehicle to ensure transformation of the current employment demographics in line with its targets. 157

158 5.4 Grants Allocated for Service Delivery. The figure below indicate the different types of grants which are available to Municipalities, however such grants are subject to business plans being submitted to National DPLG and the approved from the NDPLG (MIG). The Financial Plan forms the cornerstone of any planning and financial strategy of Council. The principle within such a financial plan is depending on the resources available to the Council. 158